The Private Equity Podcast, by Raw Selection

Alex Rawlings
  • 4.5 (33)
  • Investing
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Hosted by Alex Rawlings, Managing Partner of Raw Selection, a specialist executive search firm. Join us as we interview the leading experts in Private Equity, unlocking their secrets of success to share with you. Discover how some of the top Private Equity professionals got into Private Equity, how they rose to success and learn about some of the mistakes they made along the way.Alex has strong connections to the Private Equity industry through his executive search firm, Raw Selection, which specialises in working with Private Equity firms and their portfolio companies across Europe and North America. Alex is straight talking and to the point and aims to unlock real gold you can build into your firm or portfolio companies. Find out more at www.raw-selection.com

  1. 1d ago

    9 PE-Backed Exits and 20+ Add-on Acquisitions: What Winning Private Equity CEOs Get Right

    In this episode of The Private Equity Podcast, Alex Rawlings speaks with Paul Golden, an experienced CEO, private equity investor, and operating partner with nine private equity-backed exits and more than 20 add-on acquisitions. Paul shares lessons from operating, investing, and leading PE-backed businesses, including why speed matters when building the right leadership team, how to identify strong executives, and what separates successful acquisitions from deals that destroy value. The conversation explores the danger of “deal fever,” the importance of knowing when to walk away from an acquisition, and why delighted customers, strong management teams, and clear growth pathways are critical indicators of a quality investment. Paul also explains the challenges of changing deeply embedded founder-led cultures, how to approach add-on acquisition integration, and the practical actions that helped generate more than $150 million in free cash flow in one manufacturing business. Finally, Paul discusses why PE-backed executives need the confidence to make mistakes, take ownership, and communicate openly with their boards. Key Highlights 00:00 – Paul Golden’s Background From senior public-company leadership to private equity investing, operating partner roles, CEO positions, and nine PE-backed exits. 01:29 – The Biggest PE Leadership Mistake Why private equity firms need to make faster decisions about whether the right management team is in place. 03:21 – Identifying the Right Executives The importance of leaders who are confident enough to be challenged by their teams and boards. 04:44 – What Paul Looks for in Executive Interviews Why candidates who openly discuss mistakes, take responsibility, and explain what they learned often make stronger leaders. 07:05 – The Hardest CEO Decisions Why firing customers or exiting customer segments can sometimes be harder than changing the management team. 08:28 – What Drives Successful PE Exits Delighted customers, strong management, and clear opportunities for growth. 11:14 – Lessons From Exit One to Exit Nine Avoiding deal fever, strengthening diligence, and making critical decisions faster during the first 18–24 months. 14:26 – Changing Founder-Led Cultures The challenges of accelerating decision-making in businesses shaped by the same founder for decades. 17:28 – Who Stays and Who Goes Post-Acquisition How to identify advocates for change, potential resistors, and leadership team members who can adapt. 20:55 – Lessons From 20+ Add-On Acquisitions Why cultural fit becomes increasingly important as the size of an add-on grows. 24:41 – Generating $150M+ in Free Cash Flow Using lean principles, customer value, SKU rationalisation, inventory reduction, and process improvement to unlock cash. 29:56 – The Essential Skill for PE-Backed CXOs Having the confidence to make decisions, admit mistakes, own the outcome, and explain what comes next. 31:53 – Leadership Frameworks That Shaped Paul Lean Thinking, the Danaher Business System, Good to Great, and Michael Porter’s Five Forces. 34:55 – Connecting With Paul Paul shares how listeners can reach him after the episode. Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  2. Sep 1

    Mentored by a Billionaire: How to Invest, Create Value and Exit at the Right Time

    In this episode of The Private Equity Podcast, Alex Rawlings is joined by Mark Radzik, Co-Founder and Managing Partner of Granite Creek Capital Partners, to explore investing and value creation in the lower middle market. Mark shares his journey from Arthur Andersen and banking to spending seven years at Equity Group Investments, the private investment firm founded by billionaire Sam Zell. It was there that Mark learned to become what Zell called a “professional opportunist”—finding opportunities where others aren't looking while maintaining the discipline required to invest successfully. The conversation explores why private equity firms can make the mistake of moving too quickly after an acquisition, why Granite Creek takes a conservative approach to leverage, and how reinvesting cash flow into people, sales, infrastructure, and growth can transform founder-led businesses. Mark also explains why getting the right management team is one of Granite Creek’s most important value-creation strategies, how assessments such as DISC can provide additional data when hiring executives, and why knowing when to exit a successful investment is just as important as knowing when to buy. Key Topics Why moving too quickly can destroy a portfolio company's “secret sauce”Avoiding excessive leverage in lower-middle-market businessesCreating returns through organic growth rather than financial engineeringFinding opportunities in markets where less private equity capital is competingReinvesting founder cash flow to accelerate growthWhy the management team can matter more than the marketUsing DISC and other assessments to de-risk executive hiringWhat Mark learned from billionaire investor Sam ZellBecoming a disciplined “professional opportunist”Why private equity investors need to think more about exit timingKnowing when to leave the next stage of value creation for the next investorTimestamps 00:00 – Introduction to Mark Radzik and Granite Creek Capital Partners 00:28 – Why Mark always wanted to become an investor 02:27 – From Arthur Andersen to banking and private investing 03:21 – Learning to become a “professional opportunist” from Sam Zell 04:43 – The biggest mistakes in lower-middle-market private equity 06:09 – Why Granite Creek avoids overleveraging businesses 08:19 – Organic growth versus acquisition-led strategies 09:38 – What makes an attractive platform investment 12:00 – Why getting the right management team drives value creation 13:55 – Using assessments to build complementary leadership teams 16:21 – Why personality assessments are a data point, not the answer 17:15 – DISC, Myers-Briggs, and executive assessment 19:12 – Mark’s biggest lessons from Sam Zell 20:12 – Avoiding groupthink and finding markets where you can win 21:37 – Why exit timing matters in private equity 23:04 – Knowing when a successful business is ready to sell 24:59 – When to leave value creation for the next investor 27:20 – Mark’s recommended podcasts and books 28:45 – How to connect with Mark Radzik 29:10 – Closing thoughts Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  3. Aug 25

    BC Partners’ Former CIO: When to Sell, What Creates Value and Where Private Equity Goes Next

    After more than 30 years in investing—including 20 years at BC Partners and a decade as CIO—Jean-Baptiste Wautier joins Alex Rawlings to share the lessons that have shaped his approach to private equity. Jean-Baptiste explains why trying to time markets is a mistake, how GPs should think about exits, and why time and DPI can matter just as much as MOIC. He also argues that private equity has entered a consolidation phase where scale, institutionalisation and permanent capital will increasingly separate the long-term winners from the rest. The conversation also explores how firms should diversify, the tailwinds behind AI and the US economy, and Jean-Baptiste’s three requirements for a great investment: a strong moat, an exceptional management team and multiple layers of optionality. He breaks down what he looks for in CEOs, where operating teams can genuinely create value, and why the skill set required to lead tomorrow’s private equity firms is changing. Key Takeaways Don’t try to perfectly time deployment or exits; invest steadily and price for the environment.Exit decisions should start with fund-level needs, including DPI, the J-curve and the cost of time.Scale is becoming essential as private equity shifts from entrepreneurial partnerships toward large institutions.New strategies should be capable of becoming meaningful, multi-billion-dollar businesses and leverage existing infrastructure.Permanent capital can provide GPs with strategic stability and longevity.Great investments combine moat, management and optionality across both value creation and exit routes.The strongest CEOs tend to excel in one core dimension—charisma, operations or finance—while also creating trust and alignment.Functional operating expertise such as working capital and procurement can be more repeatable than broad “sector expertise.”Timestamps 00:00 – Introduction to Jean-Baptiste Wautier 01:28 – The mistake of trying to time private equity markets 03:21 – When is the right time to exit? 04:17 – DPI, the J-curve and the cost of holding assets 05:15 – The current state and future of private equity 06:42 – Why subscale firms face consolidation 09:39 – Why performance alone is no longer enough 13:04 – Where displaced private equity talent may go next 14:31 – How GPs can scale AUM 16:57 – Why permanent capital is the “Holy Grail” 18:22 – When firms should diversify into new strategies 20:17 – What helped BC Partners scale 23:45 – Where the next investment tailwinds may come from 27:10 – Moat, management and optionality 32:23 – What the best private equity CEOs have in common 35:42 – What makes a strong value-creation strategy 39:03 – How private equity firms are becoming institutions 44:44 – Books and investors that shaped Jean-Baptiste’s thinking 46:33 – How to connect with Jean-Baptiste Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  4. Aug 18

    The REAL Cost of Fear, Ego and Slow Decisions in Private Equity

    In this episode of The Private Equity Podcast, Alex Rawlings speaks with Lesley Thomas, founder of the Money Confidence Academy, about how financial pressure, fear, and ego can affect value creation within private equity-backed businesses. Lesley explains how pressure changes executive behaviour, slows decision-making, and discourages honest communication. She outlines the early warning signs that leadership teams are becoming overwhelmed, including delayed reports, repeated agenda items, quieter executives, and concerns being raised outside the meeting room rather than within it. The conversation explores the “hidden tax” created by missed opportunities, employee turnover, slow decisions, and ineffective leadership behaviour. Lesley explains why putting a number on these costs can help investors and management teams understand the potential impact on EBITDA. Lesley also shares practical steps for improving decision-making under pressure, creating a culture where people feel safe speaking up, and helping executives reflect more honestly on how fear and personal financial stakes influence their choices. Key Takeaways How financial pressure affects executive judgement and behaviourWhy stress can push leaders into fight, flight, or freeze modeThe early warning signs that a leadership team is becoming overwhelmedHow slow decision-making creates a hidden cost for portfolio companiesWhy leaders agree in meetings but raise concerns privately afterwardsHow fear-based cultures reduce honesty, engagement, and accountabilityWhy repeatedly delayed decisions should be investigatedHow to measure the hidden tax of missed opportunities and employee turnoverWhy executives should reflect on decisions made under pressureHow open communication can improve performance and value creationTimestamps 00:00 – Introduction to Lesley Thomas and the Money Confidence Academy 01:25 – The biggest mistake businesses make under financial pressure 03:10 – How pressure affects executive judgement 04:05 – Why decision-making slows in PE-backed businesses 05:02 – The cost of delayed decisions and missed opportunities 06:30 – Early warning signs of executive overwhelm 07:22 – Sideline conversations and hidden disagreement 08:17 – Acting on intuition when behaviour begins to change 09:16 – Approaching difficult conversations with executives 10:14 – Creating genuinely open communication 11:13 – How fear creates protectionism and disengagement 12:08 – Using the experience of long-standing employees 13:05 – How the hidden tax affects EBITDA and performance 13:34 – Measuring lost opportunity and organisational cost 15:03 – Why putting a number on the problem matters 16:30 – Improving decision speed and ownership 17:27 – Investigating decisions that repeatedly return to the board 18:21 – Starting with one unresolved decision 19:47 – Advice for executives making decisions under pressure 21:14 – How cortisol can limit effective decision-making 22:13 – Reflecting on financial decisions 23:40 – Understanding why leaders remain silent 25:12 – Recommended books and podcasts 26:40 – How to connect with Lesley Thomas 27:09 – Closing remarks Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  5. Aug 11

    How Private Equity Firms Can Build a Scalable Go-to-Market Engine

    In this episode of The Private Equity Podcast, Alex Rawlings is joined for a second time by Brian Gustason, Fractional Operating Partner at BG Operating Advisors. Brian explains why many lower-middle-market businesses struggle to scale after receiving institutional investment and how private equity firms can professionalise their go-to-market strategy. The conversation explores founder dependency, underdeveloped sales and marketing capabilities, and why firms must assess the maturity of the entire revenue engine before attempting to accelerate growth. Brian also outlines the importance of route-to-market analysis, including reach, fit and yield, and explains why growth should be treated as an interconnected system covering marketing, sales and customer success. The episode also examines go-to-market integration within roll-up strategies, the importance of execution fit during due diligence and how operating partners can help portfolio companies sequence growth initiatives more effectively. Key Highlights Why founder-led businesses often struggle to scaleThe risks of founder dependency in salesWhat Brian means by “phase zero” capabilitiesWhy firms may need to go backwards before scaling forwardsHow to professionalise a go-to-market strategyThe importance of route-to-market analysisUnderstanding reach, fit and yieldWhy lower-middle-market businesses hit growth ceilingsThe challenges of integrating founder-led businesses in a roll-upWhy go-to-market integration should be pre-wiredThe importance of execution fit during due diligenceWhy growth stalls are not always sales problemsCustomer success versus customer supportHow existing customers can drive expansion revenueSeparating revenue results from the revenue engineHow operating partners can support commercial transformationWhy growth initiatives must be sequenced correctlyTimestamps 00:00 – Introduction to Brian Gustason and BG Operating Advisors 01:01 – Common growth challenges in the lower-middle market 01:31 – Founder dependency and underdeveloped commercial capabilities 02:29 – Identifying phase zero go-to-market capabilities 03:56 – Defining a professionalised go-to-market strategy 04:23 – The role of go-to-market strategy in private equity 05:17 – Why route-to-market analysis is often overlooked 05:47 – Understanding reach, fit and yield 07:14 – Why founder-led businesses often lack scalable processes 08:38 – Growth ceilings and limited execution runway 10:05 – Go-to-market challenges in roll-up strategies 11:34 – Pre-wiring go-to-market integration 13:01 – How deal origination affects integration 13:58 – Execution fit and time to integration value 15:51 – Diagnosing the real causes of stalled growth 16:40 – Treating go-to-market as a connected system 17:08 – The role of customer success in recurring revenue 18:33 – Unlocking growth from existing customers 19:53 – Assessing whether the revenue engine can scale 20:22 – Separating revenue performance from revenue capability 21:20 – Evaluating go-to-market maturity 22:42 – Where to play, who to target and how to engage 24:10 – How operating partners can support portfolio companies 24:37 – The operating partner’s role in due diligence 25:35 – Identifying businesses that need growth intervention 26:31 – Sharing best practices and coaching leadership teams 26:59 – Sequencing growth initiatives effectively 27:29 – How to connect with Brian Gustason 27:57 – Closing remarks Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  6. Aug 4

    Secondaries Are No Longer a Liquidity Tool. They’re a Private Equity Strategy with Adrian Siew, Rothschild & Co

    In this episode of The Private Equity Podcast, Alex Rawlings is joined by Adrian Siew, Managing Director at Rothschild & Co and co-leader of its GP Solutions practice. Adrian explains why continuation vehicles have become an increasingly important part of the private equity market and how firms can use them to generate liquidity, retain high-performing assets and strengthen relationships with investors. The conversation explores the rapid growth of the secondaries market, the pressure created by longer hold periods and slower exit activity, and why continuation vehicles should be considered alongside traditional exit routes rather than treated as a last resort. Adrian also outlines the characteristics of a strong continuation vehicle, including a compelling investment narrative, attractive return potential, meaningful GP alignment, LPAC support and a clear path to exit. Key Highlights Why continuation vehicles have experienced significant growthHow dedicated secondary capital has accelerated adoptionWhy many leading private equity firms have completed multiple CV transactionsThe benefits of providing liquidity while retaining high-conviction assetsWhy a continuation vehicle should not be the option of last resortHow slower distributions have affected LP investment programmesThe role of secondaries in portfolio optimisation and capital recyclingHow CVs can strengthen sponsor and LP relationshipsThe importance of transparency, optionality and LPAC engagementThe key indicators of a high-quality continuation vehicleCareer opportunities within the expanding secondaries marketTimestamps 00:00 – Introduction to Adrian Siew and Rothschild & Co’s GP Solutions practice 00:59 – Why continuation vehicles are growing so quickly 01:29 – The evolution of fund restructurings into continuation vehicles 01:58 – Growth in dedicated secondary-market capital 02:25 – Increasing adoption among leading private equity firms 02:53 – Benefits for GPs, LPs and management teams 03:39 – The biggest mistake firms make when considering a CV 04:46 – Longer hold periods, slower exits and fundraising pressure 05:16 – Why LPs are manufacturing their own liquidity 06:14 – Restarting the private markets capital flywheel 06:43 – The contribution of CVs to LP distributions 07:12 – Secondaries as a strategic portfolio-management tool 08:39 – Portfolio optimisation and greater flexibility for LPs 09:37 – How continuation vehicles affect sponsor-LP relationships 10:05 – Giving existing LPs liquidity and rollover optionality 11:03 – What separates a good CV from a bad transaction 11:23 – Building a credible investment narrative 11:52 – Ensuring sufficient upside remains in the asset 12:21 – GP alignment and commitment to the next phase 13:18 – LPAC support and establishing a clear exit strategy 14:10 – Adrian’s recommended reading 14:39 – Careers in secondaries and how to contact Adrian 15:35 – Closing remarks Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. Upcoming Webinar: Join Alex Rawlings on 18 August at 3:30 PM BST for How Top Private Equity Firms Run Their Executive Hiring Process. Discover how leading firms define roles, assess candidates and build a more effective executive hiring process. Register here: https://us02web.zoom.us/meeting/register/650UiYAJQ9CWzPkIUGXmrg#/registration 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  7. Jul 28

    How a PE-Backed CRO Drove 4x Revenue Growth

    In this episode of The Private Equity Podcast, Alex Rawlings speaks with Adam Crandall, Chief Revenue Officer at Addtronics, a private equity-backed platform of robotics and automation companies. Adam shares how he helped quadruple revenue at a founder-led automation business before its successful exit. He explains why growth begins with putting the right people in the right seats, rather than relying solely on processes, industry experience, or technology. The conversation explores how private equity firms and portfolio company leaders can identify attractive markets, improve pricing, align compensation with profitability, and build a repeatable go-to-market playbook across multiple operating companies. Adam also discusses the cultural shift from pursuing revenue at any cost to prioritising profitable growth. He explains how sales leaders can communicate price increases confidently, assess commercial talent effectively, and give operating company presidents autonomy while maintaining platform-wide alignment. Key Takeaways Why the right talent is the foundation of scalable revenue growthHow Adam helped a founder-led company achieve 4X revenue growthWhy attitude, adaptability, and soft skills can outweigh lengthy industry experienceHow market specialisation can create a dominant competitive positionWhen strong demand and long backlogs signal an opportunity to increase pricesHow to position price increases around customer valueWhy sales compensation should reward profitable growth, not revenue aloneHow a standardised go-to-market playbook supports add-on integrationTools for assessing salespeople and commercial leadersTimestamps 00:00 – Introduction to Adam Crandall and Addtronics 00:30 – Adam’s career journey from HR to revenue leadership 01:25 – Quadrupling revenue and exiting a founder-led business 02:19 – The foundations of 4X revenue growth 02:49 – Getting the right people in the right seats 04:08 – Identifying high-growth end markets 05:01 – Hiring for attitude, adaptability, and soft skills 07:48 – Building a team capable of accelerated growth 08:17 – Value creation through market specialisation 09:40 – Pricing as a value creation lever 11:33 – Implementing price increases in founder-led businesses 12:01 – Communicating price increases to customers 14:23 – Shifting the culture toward profitable growth 15:22 – Aligning sales compensation with margin targets 16:49 – Creating a repeatable go-to-market playbook 17:44 – Balancing platform consistency with operating company autonomy 18:11 – What belongs in a scalable commercial playbook 19:36 – Assessing sales talent and commercial leadership 20:33 – Recommended resources for private equity revenue leaders 21:00 – How to connect with Adam Crandall 21:28 – Closing remarks Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  8. Jul 21

    Building Professional Services Firms for Growth: Private Equity, Acquisitions and AI

    In this episode of The Private Equity Podcast, Alex Rawlings speaks with Zachary Darrow, Chief Executive of Darrow Everett and leader of the firm’s Private Equity and Securities Practice Group. Zachary shares how Darrow Everett grew from a real estate and finance boutique into a full-service law firm with eight offices across the East Coast. He explains how the firm navigated the global financial crisis, the pandemic, client losses and changing interest rates by diversifying its services and pursuing strategic acquisitions and team lift-outs. The conversation explores why integration is often the hardest part of professional-services acquisitions and how treating employees as a second group of clients can improve talent attraction, retention and performance. Zachary also discusses Darrow Everett’s data-led approach to business development, including measuring conference ROI, producing targeted digital content and ensuring marketing activity reaches genuine decision-makers. Alex and Zachary examine the growing intersection between private equity and legal services. They discuss the regulatory barriers to outside investment in law firms, the potential role of managed service organisations and how private equity could provide the capital and operational expertise required to modernise the sector. Finally, Zachary explains how Darrow Everett is adopting AI. Current use cases include reviewing large volumes of litigation data, identifying potential omissions in legal documents and improving internal workflows—while maintaining human oversight and professional accountability. Key Takeaways • Build professional-services firms as businesses, not simply collections of practitioners. • Successful acquisitions depend on fast, thoughtful cultural and operational integration. • Founders should prepare their infrastructure, legal documentation and financial reporting before pursuing investment or an exit. • Marketing activity should be assessed through measurable returns rather than tradition. • AI can enhance legal analysis and productivity, but its output must still be checked by experienced professionals. • Private equity could unlock significant growth within legal services if regulatory and ethical concerns are properly managed. Timestamps 00:00 – Introduction to Zachary Darrow 01:00 – Building a business that happens to be a law firm 01:31 – Navigating the global financial crisis 02:28 – Diversification, marketing and acquisitions 03:25 – Lessons from team lift-outs and firm acquisitions 04:49 – Acquiring people-centric professional-services businesses 05:12 – Treating employees as a second client group 07:01 – Modernising legal-sector business development 07:58 – Measuring conference and sponsorship ROI 08:55 – Content-led digital marketing 11:48 – Lessons from advising founders and investors 12:01 – Why founders must prepare earlier 13:57 – “Make-ready” work before raising or selling 14:56 – Chief Outsiders 16:22 – Private equity’s opportunity in legal services 17:20 – Alternative business structures and MSOs 18:18 – Solving law firms’ capital constraints 20:17 – AI investment and transformation 21:15 – Darrow Everett’s adoption of legal AI 24:01 – AI use case: reviewing large datasets 25:29 – AI use case: strengthening legal documents 27:24 – Zachary’s recommended reading 28:22 – How to contact Zachary Darrow Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

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Hosted by Alex Rawlings, Managing Partner of Raw Selection, a specialist executive search firm. Join us as we interview the leading experts in Private Equity, unlocking their secrets of success to share with you. Discover how some of the top Private Equity professionals got into Private Equity, how they rose to success and learn about some of the mistakes they made along the way.Alex has strong connections to the Private Equity industry through his executive search firm, Raw Selection, which specialises in working with Private Equity firms and their portfolio companies across Europe and North America. Alex is straight talking and to the point and aims to unlock real gold you can build into your firm or portfolio companies. Find out more at www.raw-selection.com

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