March 2007 Issue

Even with the boom in fundraising, private equity talent remains a rare commodity. Hiring today’s rainmakers and tomorrow’s headliners takes more than the highest offer, though that certainly helps. 

Tracking the performance of private equity professionals requires carefully established motives and methodologies. 

It’s hard to say good-bye, and it’s even harder if a firm does not have prenegotiated exit path for a departing partner. At stake are several forms of economics, the reputation of the firm, and sometimes the survival of the partnership.

Each private equity firm has its own model of compensating and incentivizing operating partners. Central to all these models is a powerful motivator – equity. 

McDermott Will & Emery bypasses Hong Kong as it launches a China presence. 

A closer look at Thompson Street Capital Partners finds this Midwest middle-market shop addressing many of the same challenges as their mega-fund brethren. 

Compensating deal professionals leaving the size and stability of mature markets for emerging ones comes down to one word: equalization. 

New accounting rules in China could make life a lot easier for private equity firms. 

The FTC’s response to Carlyle’s acquisition of a gas pipeline company has reignited fears of a regulatory crackdown. 

Service providers are launching initiatives to customize their offerings for private equity firms and their portfolio companies. 

Luxembourg has always been an attractive location for establishing alternative asset vehicles, including those used by private equity firms. New specialised investment fund (SIF) legislation may make it more attractive still. 

A looming US tax rule is easy on private equity but hard for hedge funds. 

David Goret has become a senior managing director at the reorganized alternative asset manager.