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Private Equity (PE) is orchestrating a fundamental shift in portfolio company leadership, with the implications reshaping organisations and C-suites across industries. As PE firms continue to adjust to a rapidly changing business landscape, their leadership strategies are evolving to meet new challenges and opportunities. The Strategic Imperative With uncertain exit timelines and valuations under increasing scrutiny, private equity owners are making decisive talent moves to position their assets for the next phase of growth. Many portfolio companies have been held for longer periods, and the need to be “investor-ready” requires an executive team that is future-focused, energised, and able to deliver tangible impact. The shift from traditional leadership to growth-driven teams has become a central component of these strategies. Critical Talent Trends Growth Acceleration Leadership: A major trend is the systematic replacement of leadership with growth-focused executives. As many portfolio companies have struggled to maintain growth momentum, PE firms are prioritising leaders who have a proven track record in scaling businesses. These executives are expected to accelerate growth and drive value, positioning their companies for the next stage of development. Founder Transition Management: The founder-to-professional management transition is accelerating. PE owners are proactively bringing in seasoned operators to complement or replace founding teams, particularly where technical founders require complementary commercial and operational expertise. These decisions, which were delayed in the aftermath of COVID, are now seen as critical to ensuring long-term success. Technology & Digital Transformation: Another significant trend is the wholesale upgrading of technology leadership. The demand for Chief Digital Officers, Chief Data Officers, and AI-focused Chief Technology Officers is at an all-time high, as PE firms recognise that digital capability is a critical driver of growth and valuation increases. As businesses continue to expand, having strong technological leadership in place will be essential for navigating complex digital landscapes. The Customer-Centric Shift: Revenue leadership is being redefined. Traditional sales leadership roles are being supplemented or replaced by customer success veterans, growth marketing specialists, and revenue operations experts who have a deep understanding of modern B2B buying dynamics, digital channels, and how to leverage data for growth. This shift is designed to ensure that portfolio companies not only meet current market demands but also drive future revenue through customer-first strategies. What This Means For… Executives: Portfolio company leadership roles now offer accelerated career progression but come with intense performance expectations. Executives stepping into these roles must deliver fast, tangible results and adapt quickly to changing priorities. Portfolio Companies: The influx of new talent brings fresh perspectives and proven playbooks to drive success. However, cultural integration remains a challenge. Ensuring alignment between the new leadership team and existing employees is critical for success. The Broader Market: The talent movement creates a multiplier effect across the broader market. The best and most experienced executives from listed companies or multinational corporations are becoming the next generation of leaders within portfolio companies, contributing to a more competitive talent landscape. How Our PE Team Can Help At Derwent, our expert team of consultants and researchers are dedicated to helping you navigate these shifts. Whether you’re looking to discover growth-driven leaders, integrate technology experts, or realign your leadership strategy, we can partner with you to ensure your leadership team is positioned for future success. If you're ready to understand how these trends will shape your leadership strategies or want to explore how we can help your portfolio company succeed, Contact Us or connect directly with Ben Derwent , Simon Holloway , or Rebecca Harper today.

On Wednesday 21 May, Derwent was delighted to host our "Women in Tech" event in Sydney, bringing together female Chief Information Officers, Chief Technology Officers, GM Tech leaders in the Digital and Technology industry. This session explored navigating the path to the boardroom, offering insight into why it matters to be Board ready in an evolving landscape – where digital transformation, emerging technologies, and strategic innovation are reshaping the expectations of board directors. Recently, there's been a notable shift in boardroom mandates emphasising digital transformation and a deep lense on people and culture background to bring boardroom table. We were joined by Claudine Ogilvie , former CTO at Jetstar Airways ¤nt Non-Executive Director of Scyne Advisory and Cuscal Limited , and Michelle Gardiner , Managing Partner of Derwent's Board practice who shared their perspectives, drawing from their experience across multiple board roles throughout the Digital and Technology industry. Key Themes & Takeaways: Importance of Being T-shaped Emphasise the importance of T-shaped concept. Ensuring breadth of knowledge/experience and taking on leadership roles to build out commercial skill set and broaden expertise. For many Tech, Digital & Data Executives who have spent most of their career in a deep functional domain, it is harder for them to gain the “T-shape” when pursuing a board career. The “T-shape” refers to having deep technical experience combined with the breadth of commercial skills. Boardrooms are seeking executives with strong commercial & operational experience across an organisation, which is most commonly seen in a CEO or COO. Transitioning to Board Roles The first board appointment is often the most challenging, with boards seeking individuals who have both experience and a deep understanding of the company and strategy. Be strategic in your first Board role, sit on a Board you know best, sectors you have most executive experience and knowledge of. This is encouraged to further develop your professional career; this can be done in conjunction with an Executive career. AI & Governance At the Board level, it's critical to remember that while the technology may be new, the fundamentals of governance remain the same. It’s still about managing risk, identifying opportunity, ensuring transparency, and asking open questions. With any emerging technology – including AI – Boards need to focus on how it's changing the organisation’s risk landscape, operating model, and competitive context. That means engaging in open, informed discussions with management, and ensuring there are clear frameworks for oversight. Why Work on a Board Role? Working on a board role is a powerful opportunity for professional development. It offers a unique chance to adopt a board-level mindset, broadening your strategic thinking and understanding of governance at the highest level. Enjoy governance for what it is – interesting – give it go – see how you feel – you can learn a lot. Engaging in professional development and adopting a board-level mindset is particularly enriching. It’s also great to work with a diverse range of companies, each presenting unique challenges that require innovative and strategic thinking. Advice for Aspiring Board Members Engage in industry events, conferences, and courses (e.g., AICD) to build connections and increase visibility. Take on projects or roles that demonstrate leadership and strategic thinking. Engage in roles that offer exposure to various aspects of business operations, including P&L management, team leadership, and strategic initiatives. Stay updated on technological advancements and their implications for business to remain relevant and valuable in Board discussions. Always back yourself, ask open ended questions – this can show other people that you can bring a different perspective and think differently. The discussion generated active engagement, with questions and conversation focusing on strategic entry into Board roles, balancing Executive and Board commitments and passion. Our speakers emphasised the value of the T-shaped concept – highlighting that while technical expertise as a CIO or CTO is crucial, combining it with commercial and business strategy is essential to stand out and add value at the Board level. We extend our thanks to Katharine Whittaker , Principal in Derwent’s Digital, Technology & Services practice, for hosting the event, and to Claudine Ogilvie , Michelle Gardiner and attendees for contributing to a valuable discussion. If you’re interested in learning more, get in touch at events@derwentsearch.com.au