Having spoken with hundreds of CEOs along the way, it is clear that leading a private equity-backed company is a high-pressure role, requiring you to balance investor expectations, operational execution, and long-term strategy—all while preserving time for strategic thinking and personal well-being.

However, backdrops change, and in today’s uncertain economic and political climate, with shifting exit timelines and a talent market that makes finding high-quality executives more challenging than ever, the ability to lead effectively while maintaining perspective has never been more critical.

Here are a few pointers that I have picked up along the way, as well as specifically asked, when talking to PE-backed CEOs.

Some may be teaching you to suck eggs, but seeing them together will hopefully provide a complete picture on how you can monitor your own performance, both at work and at home.

 

  1. Prioritise Ruthlessly: Focus on High-Impact Activities

With macroeconomic uncertainty and extended investment horizons, it’s easy to get overwhelmed by operational challenges. Identify the 20% of actions that drive 80% of results – Pareto isn’t often wrong when it comes to where you should spend your time. Delegate operational minutiae to empower your team and keep your focus on value creation, investor management, and long-term resilience. The expectation is for you to do so, therefore create an environment where you can.

 

  1. Align with Your PE Investors Early & Often

Exit timelines are shifting as PE firms navigate tougher deal-making conditions. Some investors may push for rapid operational improvements, while others extend hold periods to ride out market instability. Understand their evolving priorities, align expectations upfront, and proactively manage communication to avoid friction.

 

  1. Build a High-Performing, Trustworthy Leadership Team—Despite Talent Shortages

Finding and retaining top-tier executive talent is harder than ever. Compensation expectations, cultural fit, and long-term commitment are all challenges in a market where great leaders are in high demand and there hasn’t been the creation of new positions dues to low deal flow, so the talent chess board has been static for the last 12-18 months. Invest heavily in your executive team (both in finding that needle in a haystack, but also empowering them), retain top performers with compelling (and honest) incentives, and build a culture that attracts high-calibre talent. If you can’t find external hires, developing and promoting high-potential internal leaders provides an attractive succession plan, protecting the business and reducing the risk of leadership gaps should someone leave unexpectedly.

 

  1. Optimise Your Decision-Making with a Clear Framework

With economic volatility and unpredictable market shifts, your ability to make quick, informed decisions is critical. Establish decision-making principles that align with strategic priorities and investor goals. In times of uncertainty, over-analysis can be a silent killer—focus on making the best decision possible with available data, then adjust as needed. No one will blame data and swift decisions often foster a trusting and respectful culture, even if the outcome isn’t one your staff may necessarily agree with.

 

  1. Master Time Management & Guard Your Thinking Time

A longer investment cycle means you must balance immediate execution with long-term strategic thinking. If your calendar is filled with firefighting, you’ll miss the bigger picture. Set “thinking slots” for planning, market analysis, and scenario modelling. Block out personal and family time with the same level of commitment as board meetings.

 

  1. Maintain a Laser Focus on Cash Flow & Value Creation

Uncertain economic conditions mean access to capital is tightening. PE firms are emphasising financial discipline, cost efficiency, and sustainable profitability. Always have a clear handle on cash flow, working capital, and the key levers that drive enterprise value. Every investment should be scrutinised against its ability to create measurable ROI in an extended holding period.

 

  1. Communicate Transparently & Manage Stakeholder Expectations

A shifting exit date means you must reset expectations with investors, employees, and customers. Transparency builds trust—acknowledge challenges, outline how you’re mitigating risks, and keep all stakeholders aligned. Managing uncertainty effectively is a critical CEO skill in this environment.

 

  1. Invest in Your Own Growth & Network

The PE-backed CEO role is isolating, especially when navigating a turbulent market. Surround yourself with mentors, advisors, and peers who understand the current environment. Their insights can help you adapt, find opportunities amid uncertainty, and avoid decision-making blind spots. There are some fantastic networks out there that bring together leaders just like you, where you can be vulnerable (which itself is a sign of confidence) and ask for guidance and support. Engaging your top team in such activities is one of the best investments you could make too (feel free to drop me a message to ask for recommendations of such networks).

 

  1. Prioritise Health & Personal Well-Being

Extended investment time frames mean you could be in this for the long haul. That isn’t necessarily a bad thing, as there is plenty of time to build a sustainable and valuable business, but if you burn out (often unnecessarily), you won’t be an effective leader and that will be noticed, and changes could come into effect that you won’t be best pleased with. Prioritise sleep, exercise, and doing something for yourself. The best performing CEOs build habits that sustain high performance without sacrificing personal well-being.

 

  1. Have a Clear Exit Strategy—But Stay Agile

The traditional 3–5-year PE exit timeline is becoming less predictable, requiring you to stay flexible but fully aware of your options and what each one means. Whether through IPO, secondary buyout, or strategic sale, always be prepared for different scenarios, some of which may happen within your control, others not. Work closely with your investors to ensure you’re building a business that remains attractive regardless of when the exit opportunity arises.

“I haven’t been a CEO of a PE backed business myself, but over the years these sentiments have stuck with me, all of which have come from the mouths and experiences of those that have been. You may run down this list and put a mental tick next to most of them, which if that is the case, hopefully that exercise was a cathartic and confidence boosting one. If you didn’t put that many ticks down, then all I can hope for is that adding just one of these can make a difference to you and your team”

James Boot

Managing Director

If you would like a confidential chat about any of the above points, contact us on 07881376703 or email james.boot@marblehillpartners.com