How Leading PE Firms Are Evolving Their Operating Models to Achieve Value Creation

We were delighted to participate in IPEM Cannes 2025, where Singulier hosted a session on the latest trends in PE operating models in partnership with JLL, France Invest, and Vertice. Drawing from our benchmarking research, we explored how private equity (PE) firms are structuring their operating teams and embedding value creation strategies to drive portfolio success.

Singulier at IPEM Cannes 2025 breakout session: How are PE firms structuring their operating teams to drive value. With insights from GPs and LPs, the discussion highlighted the new priorities shaping PE operating models, from early-stage operational integration to the increasing role of sector specialists and AI-driven strategies.

 
LPs Are Shifting Focus to Operational Excellence

Limited partners (LPs) are placing greater emphasis on operational value creation rather than relying solely on asset selection and financial engineering. The best-performing funds now establish operational strategies during due diligence, ensuring seamless collaboration between investment and operating teams.

Singulier Breakout Session: LP Perspectives from Unigestion, Arcano Capital, and World Bank Pension

LPs are scrutinizing how funds allocate resources, particularly in:

🔹 Dedicated value creation units

🔹 Sector-specialist teams (tech, sustainability, etc.)

🔹 Hybrid models (in-house expertise + external advisors)

Beyond structure, LPs are prioritizing funds that demonstrate a proven ability to execute swiftly and integrate operational expertise into investment decision-making. As Alona Ponomareva from World Bank Pension put it:

“We want these operating teams to be fully integrated with the investment team, and involved very early on.”

GP Strategies: Structuring for Long-Term Success

General partners (GPs) are evolving their operating models to align with fund size, sector focus, and investment strategy. The most effective firms embed operating teams into portfolio companies from day one, ensuring that value creation isn’t an afterthought.
Catherine Cutts from KKR reinforced this: “We embed value creation in our investment thesis right from the start. In many cases, we underwrite deals with a clear operational roadmap in place.”

Singulier breakout session at IPEM featuring GP panellists from KKR, Verdane Elevate, Apax Partners, EMK Capital, and CDPQ

The depth of GP involvement varies:

🔹 Hands-on approach – embedding teams within portfolio companies to drive transformation
🔹 Advisory role – offering strategic oversight without direct intervention

Some firms, like CDPQ, prefer an influence-driven model, ensuring portfolio companies have the right plans in place without deploying large internal teams.
 

The Specialisation Imperative: Why PE Firms Need Experts

Operating teams are increasingly structured with a mix of generalists and specialists across key areas like:

🔹 Revenue growth strategies

🔹 Operational efficiency

🔹 Digital transformation & AI

🔹 ESG & sustainability compliance

AI and automation are transforming PE decision-making, with firms leveraging data-driven insights to enhance performance. Lorenzo Levi of CDPQ noted:

“AI is not an IT conversation—it’s a strategic conversation about value drivers, culture, and long-term impact.”

Beyond technology, leadership and talent development are becoming critical success factors. As Ellen Verdane pointed out:

“As AI and data take over, humans need to become more human. It’s more important than ever to have the right people in the right roles at the right time.”

Key Takeaways for PE Firms and Portfolio Companies

🔹 Operational value creation is now a core differentiator. The most successful funds integrate operating expertise early in the investment cycle, ensuring execution is seamless from day one.
🔹 Hybrid models combining in-house and external expertise are on the rise. PE firms are balancing sector-specialist talent with external advisory networks to provide flexibility and scale.
🔹 AI and automation are transforming decision-making. Firms that effectively leverage data and AI for operational insights are seeing a significant competitive edge.
🔹 Talent development is as important as financial engineering. As automation increases, the human elements of strong leadership, strategic decision-making, and cultural alignment remains a defining factor for success.

 
The Future of Value Creation in Private Equity

IPEM Cannes 2025 reinforced that PE firms are evolving from financial engineers to strategic value creators. Firms that integrate operational expertise, leverage technology, and maintain execution agility will be positioned to outperform.

See selected slides of our benchmarking research on PE operating models and value creation strategies, available to download here.

Scroll through insights from our GP and LP Panelists below. 

A huge thank you

To our GP and LP panelists:

• Kim Pochon, Unigestion
• Alona Ponomareva, World Bank Pension
• Ricardo Miro-Quesada, Arcano Capital
• Catherine Cutts, KKR
• William Harman, APAX Partners
• Kaveri Misra, EMK Capital
• Ellen Nyhus, Verdane Elevate
• Lorezo Levi, CDPQ

To our roundtable leaders:

• Sebastian Klare, Aurelius
• Clement marty, Ardian
• Arnaud Houette- Extens

The event was made possible with the invaluable support of our co-organisers: JLL, France Invest, and Vertice