The private equity roll-up playbook has evolved. Where value creation once meant cutting costs and consolidating headcount, today&rsquo;s most sophisticated acquirers are leveraging AI and advanced finance tooling to move faster, integrate smarter, and extract more value from their portfolio companies than ever before.
&nbsp;
Working closely with PE funds and operators across the lower mid-market and middle market, what was once a discussion about reporting cadence and headcount is now increasingly about systems, automation, and the finance talent capable of bridging both.
&nbsp;
According to Bain&rsquo;s 2025 Global Private Equity Report, nearly 20% of portfolio companies had already operationalized AI use cases by late 2024, with measurable improvements across forecasting, supply chain, and customer analytics. For roll-up strategies in particular, that number is expected to accelerate sharply.
<h4>From Spreadsheets to Real-Time Intelligence</h4>
The traditional roll-up model relied on a retrospective view of performance. Finance teams would consolidate multiple sets of books across disparate systems and produce a reporting package that was already weeks old by the time it reached the board.
&nbsp;
AI is changing that. Businesses are now connecting accounting platforms, CRMs, and operational data into unified, real-time dashboards that give leadership immediate visibility across every entity in the portfolio. The finance function is no longer a reporting layer. It is a live intelligence function.
&nbsp;
<h4>The Tech Stacks Paving the Way</h4>
A new generation of tools is emerging that are purpose-built for multi-entity complexity. On the ERP side, platforms like Rillet and Campfire handle multi-entity consolidation natively, without the implementation burden of legacy enterprise systems. On the FP&amp;A side, tools like Vena AI and DataRails sit on top of existing workflows and bring automation, scenario modelling, and real-time data connectivity into the process.
&nbsp;
Finance professionals with hands-on exposure to these platforms are quickly becoming the most sought-after candidates in the market. Sponsors and operators are increasingly asking not just about FP&amp;A experience, but about which tools a candidate has worked in and how they have used them to drive decisions.
<h4>The Human Capital Gap</h4>
Technology is advancing quickly. The talent pool that can deploy it in a high-growth, multi-entity environment is not keeping pace.
The businesses integrating most effectively are those where finance leadership is brought in early and given a clear mandate. The profile emerging most frequently is what operators are calling a finance athlete. Someone who has built a function from the ground up, navigated a PE-backed environment, and is comfortable in the systems shaping the future of the function.
For businesses running roll-up strategies, the finance function is no longer a cost center to be rationalized. It is a value creation lever. The integrations that move fastest are the ones where the right finance talent is in place from day one, empowered to lead rather than simply report.
<hr>
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<h4 class="Paragraph SCXW86893226 BCX8">About Camino Search</h4>
Camino Search is a specialist human capital and talent advisory partner to private equity investors and their portfolio companies.&nbsp;
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 &nbsp;
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Unlike many recruitment and executive search firms, we focus exclusively on private capital-backed technology and professional services businesses,&nbsp;partnering&nbsp;with investors to solve essential hiring&nbsp;challenges, where experience in the technology/SaaS/AI and professional services ecosystems are vital to the company growth trajectory.&nbsp;
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We believe that talent transforms businesses. As a result, we partner closely with the private capital ecosystem to appoint transformational leaders who align with growth and value creation strategies.&nbsp;
</div>
&nbsp;

For private equity firms and growth investors, the strength of a portfolio company’s finance function is no longer just a measure of control, it is a critical driver of speed, integration, and AI-enabled value creation.

The Finance Function is the Engine of the Modern Roll-Up

For private equity firms and growth investors, the strength of a portfolio company’s finance function will significantly influence value creation.

Red Flags in Portfolio Finance Teams: When to Upgrade Your CFO [and What Happens If You Don’t]

London, UK &ndash; Leading independent executive search partner for the private capital-backed tech and services sector, Camino Search, today announces the appointment of Tara Ricks as a Non-Executive Director.
&nbsp;
Tara is a senior recruitment industry leader, Founder, NED and business strategist with extensive global experience within several of Camino Search&rsquo;s key sectors. She was Managing Director at Joslin Rowe Associates, which she grew into one of the UK&rsquo;s largest financial services recruiters before being acquired by Randstad.
&nbsp;
Tara is currently a member of the representative committee of recruitment&rsquo;s professional body, APSCo and holds Non-executive Director and Chair positions at several recruitment companies, as well as being the Owner and Founder at Elite Advisory, and M&amp;A advisory firm for recruitment leaders.
&nbsp;
Tara&rsquo;s appointment follows the recent announcement of Darren Burns, (UK and EU Managing Director) and Lydia Golds (Talent and Development Director), joining the firm in February.
&nbsp;
Tara Ricks, said: &ldquo;I&rsquo;m delighted to be joining Camino Search and Camino Partners as a Non-Executive Director at such an exciting stage of its journey. Camino Search and Camino Partners have built an outstanding reputation for partnering with high-growth businesses and investors, and I look forward to supporting the team as they continue to scale and deepen their impact across the market.
&nbsp;
&ldquo;My work focuses on supporting ambitious founders and leadership teams who have a clear aspiration for growth. Whether that means refining strategy, strengthening leadership capability or preparing for investment and exit, I&rsquo;m passionate about helping businesses unlock the next stage of their potential.&rdquo;
&nbsp;
Sachin Ruparelia, Chief Executive Officer, Camino Search and Camino Partners, said: &ldquo;I&rsquo;m delighted and flattered that Tara has joined us at a critical inflexion point in our journey. Building on the growth of the last two years, Tara will lead the Board, guiding us through Camino&rsquo;s next exciting chapter. With the appointments of Darren and Lydia, and further strategic hires lined up, we&rsquo;re now primed to scale and thrive within our respective markets&rdquo;
&nbsp;
In 2024, Camino Search opened a permanent office in Tampa, Florida, following a demand for services in the North American market.
&nbsp;
The team has grown significantly in just under two years and given that the US is a strategic focal point, a search is underway to appoint a US Managing Director.
&nbsp;
&nbsp;
&nbsp;Notes to editors:
&nbsp;
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Camino Group is comprised of Camino Search and Camino Partners
&nbsp;
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Camino Partners supports other recruitment companies with their mission-critical hires, in their non-sales operations (including Finance, Legal &amp; Compliance, Marketing, L&amp;D and Operations)
&nbsp;
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Camino Search is a leading independent human capital consultancy, operating in the private capital ecosystem, advising investors, operators and portfolio companies in relation to transformational, executive and strategic appointments.
&nbsp;
&ensp;&ensp;
For press enquiries and further information, please speak to Rob Andrews, Marketing Director, Camino Group. Rob@caminosearch.com. To visit the Camino Search website, please go to www.caminosearch.co.uk
&nbsp;
<hr>

Camino Search is a specialist human capital and talent advisory partner to private equity investors and their portfolio companies.
&nbsp;
Unlike many recruitment and executive search firms, we focus exclusively on private capital-backed technology and professional services businesses, parterning with investors to solve essential hiring challeges, where experience in the technology/SaaS/AI and professional services ecosystems are vital to the company growth trajectory.
&nbsp;
We believe that talent transforms businesses. As a result, we partner closely with the private capital ecosystem to appoint transformational leaders who align with growth and value creation strategies.
&nbsp;

London, UK – Leading independent executive search partner for the private capital-backed tech and services sector, Camino Search, today announces the appointment of Tara Ricks as a Non-Executive Director.

Camino Search Announces Tara Ricks as Non-Executive Director

In business, results speak louder than narratives. And the results are clear: companies with more women in leadership tend to perform better.

Female Leaders: It's Time To Step Forward

London, UK – Leading independent executive search partner for the private capital-backed tech and services sectors, Camino Search, today announces the appointment of two new Directors to strengthen its continued growth journey.

Camino Search appoints two new directors on the back of record growth

The Strategic Bridge: The CFO In Private Equity

Expert Opinion: Embedding and transforming finance with Artificial Intelligence

AI In The Finance Function

Photo: Pexels (Pixabay)
<hr>
&nbsp;
<h5 class="p1">Why Private Equity Is Investing</h5>
Over the past 18 months, the UK professional services have become an increasingly attractive sector to private equity. With software and technology markets largely consolidated and competition for the remaining quality assets increasing, funds are focusing on lower-multiple, cash-generative sectors such as legal, accountancy, wealth management and insurance advisory [BDO 2025].
&nbsp;
Professional services combine reoccurring revenue, strong client relationships and room for operational improvement, making them well-suited for platform growth and consolidation strategies. Ultimately, the scalability of these models depends on leadership depth and the ability to attract and retain senior talent capable of leading integration and transformation. Investors are increasingly prioritising leadership capability early in the investment cycle, recognising that the right team can accelerate value creation far beyond operational levers alone. With strong leadership and tech-enablement, firms can scale into data-driven and tech-enabled service platforms.
&nbsp;
&nbsp;
<h5 class="p1">What&rsquo;s Driving Growth</h5>
These &ldquo;people-led&rdquo; businesses attract private equity because they&rsquo;re founder-owned and built largely on strong client relationships. As founders step back or transition into advisory roles, leadership succession becomes a defining moment in the investment journey. Appointing new leaders who can preserve client trust while introducing commercial and operational discipline is often the key differentiator between incremental growth and platform-scale success.
&nbsp;
Additionally, their fragmented structure offers consistent bolt-on potential, while stronger management unlocks scale and margin growth. Mid-market service firms typically trade around 4&ndash;7x EBITDA, offering capacity for integration, operational improvements and more effective use of technology [BDO 2025].
&nbsp;
Outside London, regional founder-led firms offer attractive partnership opportunities. Client relationships are largely built on local trust and so roll-ups typically expand region by region. Funds that can operate at pace are able to build scalable, integrated platforms that are difficult to replicate. This is because they are supported by experienced leadership, deep local connections and a culture that takes time to establish. Increasingly, investors are building leadership benches in these regional hubs - identifying managing partners, COOs, M&amp;A and finance leaders who can bridge local client relationships with their growth ambitions.
&nbsp;
&nbsp;
<h5 class="p1">Accountancy: A Proven PE Play</h5>
The Accountancy sector has been a primary focus for private equity. The sector is large and highly fragmented, with the UK accounting and auditing services market valued at &pound;37 billion in 2024 (IBISWorld). There are ~40,275 firms across the UK (NimbleFins), the majority of which are small or founder-led - 46% generate less than &pound;100,000 in annual revenue (NimbleFins).
&nbsp;
This structural fragmentation, combined with reoccurring revenues, compliance-driven demand and long-term client relationships, has made accountancy a proven platform for private equity investment. Successful roll-up platforms include:
&bull;Azets (PAI Partners &amp; Hg) &ndash; over 100 acquisitions in the UK and Europe.
&bull;Xeinadin (Exponent) &ndash; 27 acquisitions as of May 2025.
&bull;Sumer (Penta Capital) &ndash; 34 acquisitions as of September 2025.
&nbsp;
PE-backed accounting platforms centralise back-office functions, invest in technology and expand into payroll, audit and advisory - creating integrated offerings that improve client retention and profitability.
&nbsp;
<h5 class="p1">Investment Thesis:</h5>
&bull;Roll up regional firms into scalable national platforms.
&bull;Capture efficiencies through shared infrastructure and consistent branding.
&bull;Boost margins with digitalisation and cross-selling.
At current entry multiples, accountancy is one of the most accessible routes for mid-market funds to build predictable, tech-enabled service portfolios. [ICAEW 2024]
&nbsp;
&nbsp;
<h5 class="p1">AI and the Next Phase of Roll-Ups</h5>
The next phase of consolidation is being shaped by AI and data &ndash; the &ldquo;Roll-Up 2.0.&rdquo;
&nbsp;
Private equity has traditionally focused on operational consolidation through scaling, centralising systems and streamlining delivery. Now, automation and analytics are enhancing productivity and driving additional value.
&nbsp;
Research from PwC shows that most knowledge-work tasks can be automated [PwC 2024]. The goal isn&rsquo;t to replace staff; the goal is to streamline workflows so teams can focus on higher-value activities.
&nbsp;
<h5 class="p1">Examples include:</h5>
&bull;AI accounting tools used for automating bookkeeping and reporting.
&bull;Chat and voice systems- improving call-centre efficiency.
&bull;Legal process automation- for faster contract review and compliance.
&nbsp;
When integrated effectively, these tools make operations more efficient and allow for better visibility of business data, improving margins and exit valuations. However, the integration and risk management are important to ensure tools enhance productivity without disrupting client relationships or operational continuity. Digital change only succeeds when leaders drive adoption and integrate new tools into daily practice.
&nbsp;
&nbsp;
<h5 class="p1">How Investors Win</h5>
Success in UK professional services depends on both structure and leadership. Strong management teams maintain client relationships while putting the right processes in place to allow for scale. The alignment between investor strategy and leadership capability is increasingly viewed as a core value driver. The most successful platforms are those where
&nbsp;
leaders combine financial discipline with empathy for legacy culture - ensuring that growth and integration preserve client service standards.
Funds that perform well:
&bull;Lead and retain clients and staff.
&bull;Introduce operational discipline, scalable systems and tech-enablement.
&nbsp;
This balance produces businesses that are easier to manage, generate predictable cash flow and are attractive for further acquisitions or exit. In a competitive market, funds that move quickly, close high-quality deals effectively and use technology to improve scalability will gain a leading edge.
&nbsp;
&nbsp;
<h5 class="p1">Key Takeaways</h5>
UK professional services is a strong focus for private equity. Competition for high-quality platforms is growing, making speed and execution key. Consolidation and integration remain the main value driver, but operational improvements and selective AI adoption provide additional upside. Ultimately, funds that invest in both people and process will continue to outperform in this market.
&nbsp;
<h5 class="p1">References</h5>
&bull;BDO (2025). UK Professional Services Market Report 2025.
&bull;ICAEW (2024). Mid-Market Accountancy Sector Review.
&bull;IBISWorld (2024). UK Accounting and Auditing Services Market Size.
&bull;NimbleFins (2024). Number of Accounting Firms in the UK.
&bull;PwC (2024). AI and Automation in Professional Services.
&nbsp;
<hr>
&nbsp;

Camino Search is a specialist human capital and talent advisory partner to private equity investors and their portfolio companies.
&nbsp;
Unlike many recruitment and executive search firms, we focus exclusively on private capital-backed technology and professional services businesses, parterning with investors to solve essential hiring challeges, where experience in the technology/SaaS/AI and professional services ecosystems are vital to the company growth trajectory.
&nbsp;
We believe that talent transforms businesses. As a result, we partner closely with the private capital ecosystem to appoint transformational leaders who align with growth and value creation strategies.

Over the past 18 months, the UK professional services have become an increasingly attractive sector to private equity. With software and technology markets largely consolidated and competition for the remaining quality assets increasing.

UK Professional Services: From Consolidation to AI-Driven Growth

Header Photo (Credit: ThistleRidge, Pixabay<a href="https://pixabay.com/photos/raindrops-on-leaves-water-droplets-5339671/"> here )</a>
<hr>
&nbsp;
AI has begun to fundamentally change how private equity portfolio companies deliver transformation, helping leaders meet intensifying investor demands for speed, accuracy, and value creation.
&nbsp;
Because the technology is evolving at such rapid pace, it is easy for transformation leaders to get lost in the noise and buzzwords, but the reality is that AI has already moved beyond &ldquo;tools&rdquo; &ndash; it is reshaping operating models, ways of working, project delivery, and much more.
&nbsp;
This article offers practical insights for transformation leaders at every stage: whether you are optimising the data and technology estate for AI enablement, remediating teething issues in governance or change management, or launching major AI initiatives already.
&nbsp;
To explore how AI is changing the transformation playbook, I sat down with Dean Zia Dar, Chief Transformation Officer in private equity portfolio companies, to discuss what this shift means in practice, including:
&nbsp;
<ul>
<li class="p1">Change Governance &amp; Operating Models</li>
<li class="p1">Immediate AI Use Cases</li>
<li class="p1">Hiring AI Future-Proof Talent</li>
<li class="p1">Risk Management</li>
<li class="p1">AI in Value Creation</li>
</ul>
&nbsp;
<hr>
<h4 class="p1">Dean Zia Dar: The Q&amp;A</h4>
&nbsp;
Jack Parkhouse (JP)&nbsp; &nbsp;Let&rsquo;s start with the big picture &ndash; how is AI already shaping how we approach transformation initiatives?
&nbsp;
Dean Dar (DD) AI has collapsed cycle-times. What used to be a six-week &ldquo;define&ndash;analyse&ndash;deck&rdquo; loop is now a&nbsp;same-day design&ndash;simulate&ndash;decide&nbsp;loop. The important shift isn&rsquo;t that people &ldquo;use AI tools&rdquo;; it&rsquo;s that senior leaders&nbsp;design the outcome&nbsp;up front - clear hypotheses, constraints, and acceptance criteria - and let AI do the heavy lift.
&nbsp;
This is the operating pattern I&rsquo;ve started using in PE value-creation and post-deal integrations - shorter time-to-impact, cleaner choices, and better governance trails.
&nbsp;
&nbsp;
(JP) Can you share some practical examples which can already be seen in action?
&nbsp;
(DD) For example (and these really are just examples, there are lots of these tools out there) ChatGPT-5 Pro for rapid research and drafting, Tryshortcut.ai for finance modelling and deal stress-tests, Base44.com to stand up no-code LLM apps around a process. Small expert teams then curate and evolve the output, not reinvent it from scratch.&nbsp;
In all of these cases the premium versions of these tools are required&nbsp; - these cost about $200 per month a piece, but there&rsquo;s light years&rsquo; difference between the premium version of the tools and the $25 dollars per month version of the tool.
&nbsp;
&nbsp;
&nbsp;
(JP)&nbsp;&nbsp;&nbsp; Given that AI is already impacting how we deliver change, what should leaders prioritise in governance and operating models?
&nbsp;
(DD): Governance
Treat AI as a controlled capability, not a side project: model registers, provenance tracking, human-in-the-loop sign-off, and clear &ldquo;explainability for business users.&rdquo;.&nbsp; Explainability of models is becoming an industry&nbsp; - a very important one.
Tie AI decisions to P&amp;L owners; they bear outcome accountability, not a centralized &ldquo;AI lab.&rdquo; AI Labs in companies that don&rsquo;t specialise in building the core AI tools is a fool&rsquo;s errand&hellip;let the P&amp;L owners use the tools &ndash; don&rsquo;t hide them away in a lab, and don&rsquo;t let your IT department tell you that these tools can&rsquo;t be learned quickly&hellip;they can&hellip;.they are all natural language driven.
&nbsp;
Operating Model
Stand up Outcome Architecture as a formal role (often the transformation lead): defines the problem, data boundaries, risk controls, and &ldquo;definition of done.&rdquo;
Build&nbsp;thin, senior-led pods: Partner/Director + 2&ndash;3 curators/analysts. Replace the pyramid with a tall, narrow stack -&nbsp;leverage over headcount.
&nbsp;
Ways of Working
Weekly model reviews like trading risk reviews: what changed, what drifted, what was overridden.
Every sprint ships a business decision, not just a model tweak.
&nbsp;
(These patterns mirror how I&rsquo;ve run cloud/data/AI turnarounds at scale and PE portfolio programs. )
&nbsp;
&nbsp;
(JP) And how does this impact your approach to change management and bringing people along for the journey?
&nbsp;
(DD): Change is now about trust and translation. I don&rsquo;t &ldquo;sell&rdquo; a system; I design a result, show it in hours, and let teams experience the win in their own workflow (e.g., DSO reduction through AI-enabled finance processes). The manager&rsquo;s job shifts from supervising tasks to curating AI outputs and deciding when human judgment should override the machine. That&rsquo;s how you unlock working-capital and margin benefits - by embedding AI into day-to-day processes, not launching it as a parallel program.
&nbsp;
&nbsp;
&nbsp;
&nbsp;
(JP) For private equity portfolio companies specifically, where can they start with immediate AI use cases?
&nbsp;
(DD): Start where cash velocity and decision latency are highest:
<ul>
<li class="p1">Finance &amp; Deal: automated 3-statement models, scenario runs, proof-of-cash, and covenant early-warning using Tryshortcut.ai; board-ready narratives generated via ChatGPT-5 Pro.</li>
<li class="p1">Revenue Ops: AI-driven segmentation, propensity, and cross-sell &ldquo;next best action&rdquo; - the playbook I used to drive margin/revenue lifts.</li>
<li class="p1">Operations: scheduling, inventory and lead-time optimization; predictive work-orders for field/service businesses.</li>
<li class="p1">Integration/Separation: day-1/100 checklists, risk logs, and synergy tracking auto-generated and continuously refreshed.</li>
</ul>
&nbsp;
&nbsp;
(JP) The pace of change in the AI space is clearly raising questions around risk, so how can transformation leaders still mitigate and manage risk responsibly?
&nbsp;
(DD):
<ul>
<li class="p1">Narrow the blast radius: start with bounded domains (e.g., collections, pricing playbooks) with clear guardrails.</li>
<li class="p1">Dual controls: require human sign-off for any AI output that changes cash, customer, or compliance; log rationale.</li>
<li class="p1">Model hygiene: drift monitoring, versioning, and rollback plans - as routine as change control in trading platforms.</li>
<li class="p1">Data minimization &amp; provenance: only the data you need, traceable back to source.</li>
</ul>
This is the same approach I&rsquo;ve used in regulated data/analytics transformations and PE environments.
&nbsp;
&nbsp;
(JP) How has the advent of AI technologies changed your approach to hiring and building teams for transformation?
&nbsp;
(DD): I now hire for Outcome Designers and Curators, not &ldquo;prompt ninjas.&rdquo;. This isn&rsquo;t new, its just re-emphasised for me the importance of people who understand how to articulate commercial outcomes.
&nbsp;
Team capability: senior leaders who can specify precisely what AI must deliver (assumptions, constraints, acceptance tests), paired with agile curators who can stress-test, stitch, and productionize results (Base44 or light engineering).
&nbsp;
&nbsp;
(JP) And what specific points distinguish a strong CV for you now?
&nbsp;
(DD): CV signals I value: evidence of framing and shipping outcomes - &ldquo;reduced DSO by X via AI-enabled workflow,&rdquo; &ldquo;cut time-to-quote by Y by redesigning process and wrapping an LLM app&rdquo; - over generic &ldquo;familiar with AI.&rdquo; This aligns with how my own teams delivered step-changes in speed, margin and reliability across telecoms, data/ratings, and services. Most importantly&hellip;great English writing skills &ndash; these will become great speaking skills as more and more of these tools become voice enabled &ndash; comparable to how solicitors used to dictate clearly their letters to clients and other solicitors into their Dictaphone for their secretaries to write up.
&nbsp;
&nbsp;
(JP) Looking forward, how does AI move beyond efficiency to a true value-creation lever?
&nbsp;
(DD): By letting leaders design new offerings and markets at high speed, not just cheaper processes:
<ul>
<li class="p1">Digital-twin pricing, AI-assisted service bundles, and rapid micro-product launches tested in days.</li>
<li class="p1">Country or segment entries run as AI-driven go-to-market experiments, then scaled.</li>
</ul>
In short:&nbsp;Partners + tools&nbsp;becomes a high-speed growth engine&mdash;where a clear top-down outcome design, plus small curator teams, produce assets the old pyramid couldn&rsquo;t reach at any price or speed. That&rsquo;s how we shift from optimization to&nbsp;new revenue and market share. &nbsp;
This shift is comparable to the shift from workers in fields manually harvesting crops with scythes to combine harvesters.&nbsp; The combine harvesters have arrived.
&nbsp;
<hr>
Dean Zia Dar is a transformation strategist who helps PE investors and CEOs convert AI into cash. He designs outcomes up front&mdash;clear hypotheses, constraints, and acceptance tests&mdash;then deploys thin, senior‑led pods using premium AI tools to compress cycle‑times from weeks to hours and ship governed business decisions every sprint.
&nbsp;
Dean&rsquo;s programmes prioritise governance and P&amp;L ownership, with dual controls for cash/customer/compliance decisions, model provenance and drift monitoring, and explainability for business users. Recent work includes AI‑enabled finance workflows that reduced DSO by 25 days (a &pound;9m working‑capital improvement), GPT/graph‑powered revenue plays delivering 20% growth and ~10% margin uplift, and cloud/analytics platforms that run models 10&times; faster.
&nbsp;
<hr>

Camino Search is a specialist human capital and talent advisory partner to private equity investors and their portfolio companies.
&nbsp;
Unlike many recruitment and executive search firms, we focus exclusively on private capital-backed technology and professional services businesses, parterning with investors to solve essential hiring challeges, where experience in the technology/SaaS/AI and professional services ecosystems are vital to the company growth trajectory.
&nbsp;
We believe that talent transforms businesses. As a result, we partner closely with the private capital ecosystem to appoint transformational leaders who align with growth and value creation strategies.

Practical Steps for Transformation Leaders Here and Now

Q&A: The AI Transformation Playbook

The report, which curates and compiles stories, insights and thought leadership from global leaders in the private capital ecosystem, has already been seen more than 250,000 times across social media, web, email and print, in more than 25 countries across four continents.

Issue Four Of The Global Report Announced

Historically, PE investment in the UK has largely focused across the Technology, Healthcare and Manufacturing space, however, with dry powder and valuation for technology assets remaining at record high levels investors are looking elsewhere. 

Historically, PE investment in the UK has largely focused across the Technology, Healthcare and Manufacturing space, however, with dry powder and valuation for technology assets remaining at record high levels investors are looking elsewhere.

The Rise of Private Equity within the Services Sector - Accountancy

The third episode of 'Prompt To Profit' Jack Parkhouse, Camino Search's specialist consultant for transformation appointments, chats to AI specialist and Chief Innovation Officer, Zoltan Vass, about unlocking value with AI in private equity and PE-owned assets.

Episode Three: Unlocking Value with AI in Private Equity.

Consultant Jack Parkhouse, chats to Zoltan Vass about AI Implementation And Change Management.

Episode Two: AI Implementation and Change Management.

Framing and Planning AI Transformation Initiatives.

Episode One: Framing and Planning AI Transformation Initiatives

For those of you who keep up with our insights and articles, you’ll have seen, recently that my colleague Edward Vorley, recently shared his thoughts on how AI is becoming FP&A’s ‘wingman’.

Opinion: Optimising AI learning, skills and adoption in Finance Functions 

Transformation leaders operating in private equity-backed environments face unique challenges (and opportunities) that require a different mindset and skill set compared to those in publicly listed or privately owned companies, writes Jack Parkhouse, Senior Talent Partner for Transformation Appointments at Camino Search.

Opinion: What Distinguishes a Strong Transformation Candidate in Private Equity? 

Wherever you’ve been in the past two or three years – it's been almost impossible to escape or avoid the increasing discussion, excitement and hype around the advent of AI.

Edward serves as an FP&amp;A Specialist at Camino Search. Before joining Camino, he specialised in headhunting technology talent within the UK and EU markets, demonstrating a track record of delivering strategic initiatives for hyper-growth enterprises. His career began in Finance, where he managed various Recruitment SMEs, collaborating with business leaders on debt control and cash flow management.&nbsp;

Opinion:  Is Artificial Intelligence FP&A's New 'Wingman'?

Hundreds of C-suite leaders, operating partners and investors across four continents dialled into Camino Search's June Global Webinar: "The Transition From AI To SaaS Pricing".

Now Available: The Transition From SaaS To AI Pricing

Marcos Rivera of Pricing I/O, one of the foremost recognised pricing experts in the AI and SaaS sectors, is set to headline the second Camino Search Global Webinar aimed at C-suite professionals

Global Webinar: 'The Transition From SaaS To AI Pricing'

<span lang="EN-US" style="font-size: 11.0pt; line-height: 115%; font-family: 'Cambria',serif; mso-ascii-theme-font: minor-latin; mso-fareast-font-family: 'MS Mincho'; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin; mso-bidi-font-family: 'Times New Roman'; mso-bidi-theme-font: minor-bidi; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;">Human capital executive search firm Camino Search has today launched the third issue of The Global Report &ndash; a half-yearly publication that invites thought leadership from representatives within the private capital ecosystem. Since its inception in late 2023, the first two editions of the report have been viewed across social media, website, print, and email more than 200,000 times. The launch of this third edition will reach 20,000 professionals and investors working across the private capital-backed tech and services space &ndash; which is quite remarkable. We have created a fantastic community of contributors and received unbelievable feedback from CFOs, Operating Partners, and leaders in private capital across four continents.
<span lang="EN-US" style="font-size: 11.0pt; line-height: 115%; font-family: 'Cambria',serif; mso-ascii-theme-font: minor-latin; mso-fareast-font-family: 'MS Mincho'; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin; mso-bidi-font-family: 'Times New Roman'; mso-bidi-theme-font: minor-bidi; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;">You can download issue three, here: <a href="https://www.caminosearch.co.uk/community/insights/global-reports-3/">https://www.caminosearch.co.uk/community/insights/global-reports-3/</a>
<span lang="EN-US" style="font-size: 11.0pt; line-height: 115%; font-family: 'Cambria',serif; mso-ascii-theme-font: minor-latin; mso-fareast-font-family: 'MS Mincho'; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: minor-latin; mso-bidi-font-family: 'Times New Roman'; mso-bidi-theme-font: minor-bidi; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;"> Within this third issue, the report features contributions and insights from: &bull; Elona Mortimer-Zhika, former CEO of IRIS, which, under her leadership grew to a &pound;3bn business before successful exit in December 2024. Elona shares her thoughts on building winning cultures in business. &bull; Gordon Hurst, Chair of Darktrace and Featurespace; Jeff Bousfield, CEO of Nonacus; and Damien O&rsquo;Donohoe, MD of MinaLima &ndash; an amazing company that designed the &lsquo;look&rsquo; of the Harry Potter Wizarding World &ndash; all of whom discuss their journeys from CFO into CEO and Chair positions, including their lessons learnt. &bull; Marcos Rivera, CEO of pricing I/O, who is one of the foremost thought leaders and pricing experts in the AI and SaaS spaces. &bull; James Price, CFO of Skitude/Spotlio &ndash; a business that started as a three skiers&rsquo; joint vision to make mountain tourism &lsquo;cooler&rsquo;; it IPO&rsquo;d and is now changing the way theme parks engage with, sell to, and track customers&rsquo; visiting trends. &bull; Dan McEvoy, journalist at MoneyWeek, analyses and explores the biggest movements in global private capital trends. &bull; Dan Thompson, CEO of revenue forecasting platform Kluster, discusses the &lsquo;metrics that matter&rsquo; in his feature &lsquo;Maximising Exits&rsquo; &ndash; advising PE-backed businesses on the importance of revenue forecasting when growing to an exit event.

Human capital executive search firm Camino Search has today launched the third issue of The Global Report – a half-yearly publication that invites thought leadership from representatives within the private capital ecosystem.

Now available: The Global Report, Issue Three

More than 100 CFOs and Operating Partners joined five-exit CFO, Gary Ito, of Warburg Pincus-backed defi SOLUTIONS and private equity grade revenue forecasting software, Kluster's, CEO, Dan Thompson and Camino Search's head of C-suite practice, Oliver Dunne, for a global webinar focussing on avoiding revenue roadblocks.

WATCH: AVOIDING REVENUE ROADBLOCKS (ARR)

Camino Search's Ben Grinsted chats to Tom Edwards about his learning points of moving from the COO position into the CEO position and his lessons learnt in relation to business growth, value creation and 'due diligence'.

TOM EDWARDS: FROM COO TO CEO

By: Harry Hedges, knowledge lead for transformation appointments.
&nbsp;
Many of the CFOs and investors I speak to use NetSuite and Microsoft Dynamics as a cloud-based solution within the technology and software space.
&nbsp;
These systems offer an all-in-one solution that provides flexibility and excellent visibility for the C-Suite team and investors.
 It's vitally important for the business to review its specific needs and make sure the Senior Leadership team is fully aligned before moving forward.
&nbsp;
When implementing a new ERP, it's crucial to give it the proper attention to ensure everything runs smoothly - this is often overlooked.
&nbsp;
Bringing in a specialist consultant who has led several ERP projects for different companies is a great option instead of using a big consulting firm.
&nbsp;
They can focus more closely on what your business really needs and will not treat it as a "one size fits all" solution.
&nbsp;
Choosing the right ERP system to implement into the portfolio company is essential for improving efficiency, driving growth and maximizing returns on investment.
&nbsp;
A few key points to consider include:
&nbsp;
Integrations - As firms buy more companies, a flexible ERP can easily adapt to the new needs that come up. You need to make sure you have a solution in place for scaling.
&nbsp;
Clear Reporting Across Departments - Good reporting tools make it easier to share important information with stakeholders, ensuring everyone is informed. It brings together data from different parts of the business, giving a clear picture of how everything is doing financially and operationally.
&nbsp;
Managing Risks - An ERP can help spot potential problems early, allowing management teams to address them before they become big issues.
&nbsp;
Saving Money - By automating tasks, ERPs can reduce costs, which is important for maximizing profits.
&nbsp;
 Great ERP consultants at the moment are in exceptionally high demand so companies should consider their talent strategy in good time for an forthcoming ERP projects to ensure they secure the expertise required to drive the project forward.
&nbsp;
Typically, I would recommend that in advance of any ERP system change, modification or implementation, that companies should start having conversations three-to-six months in advance of kick-off to ensure the right talent is secured.
&nbsp;
Additionally, from my experience of recruiting and consulting on these specialist positions, the company may have the right ERP in place but it may not be being used as effectively as possible because of an implementation or calibration process which may have experienced in initial profligacies.
&nbsp;
Camino Search has an established network of ERP consultants across the UK and Europe with the skills set to advise and implement on any ERP systems changes.
&nbsp;
The added benefit of such professionals frees up the CFO and other department heads &ndash; marketing, procurement, IT, operations -&nbsp; to focus on the company's wider strategic goals whilst the project is being driven forward.
&nbsp;
In the past six months, Camino Search has consulted on a wide variety of European projects to source talent that helps businesses successfully implement ERP systems like NetSuite, MS Dynamics, Sage, Workday, and SAP S/4HANA.
&nbsp; If you would like a discussion as to how we can support with an implementation, please do get in touch below.
&nbsp;

By: Harry Hedges, knowledge lead for transformation appointments

Many of the CFOs and investors I speak with use NetSuite and Microsoft Dynamics as a cloud-based solution within the technology and software space.

SYSTEMS STREAMLINING: INTRODUCING THE VALUE OF THE ERP CONSULTANT TO PE

By: Harry Hedges, knowledge lead for transformation appointments.
&nbsp;
I'm noticing more and more, from recent conversation with clients, there is a significant focus by PE-backed portfolio companies on driving the implementation of digital tools, with a view to drive value creation.
&nbsp;
&nbsp;
A recent topic that&rsquo;s has been coming up with my clients is around &lsquo;embracing digital tools&rsquo; -particularly, how private equity firms can achieve faster returns on their investments and create more successful, scalable businesses that generate higher exit values when they sell or go public.
&nbsp;
Digital transformation in private equity is about using technology to make the companies invested in, more efficient and valuable.
&nbsp;
We've recently worked with clients on roles that have put in place digital tools to automate tasks, use data and AI to make better informed decisions, and enhance cybersecurity to prevent hacks and cyber attacks.
&nbsp;
Other examples I've noticed also involves using tools to streamline operations, improve customer service and customer experience, and modernise outdated systems.
&nbsp;
By embracing new technologies, these companies can grow faster, work smarter, and stay competitive in the market.
&nbsp;
And of course, in order to drive the implementation of digital technologies in businesses, certain skills are often in demand by PE-backed portfolio companies to oversee elements of digital transformation.
 It is not uncommon for PE firms to typically hire someone to oversee digital transformation at key stages of the investment process, especially when they need to unlock value and accelerate growth.
&nbsp;
Some of the most common scenarios within this scope might include:
&nbsp;
Post-Acquisition Integration After acquiring a company, digital transformation experts can help integrate IT systems, streamline operations, and drive efficiencies across newly combined entities.
&nbsp;
Underperforming Companies If a portfolio company is struggling with outdated technology, inefficiencies, or slow growth, a digital transformation leader can revitalise the business by introducing modern solutions like automation, cloud systems, or data analytics.
&nbsp;
Scalability Challenges When a company is growing rapidly but its current technology can&rsquo;t keep up, digital experts are needed to implement scalable systems and ensure the business can handle future demand.
&nbsp;
Preparing for Sale or IPO Before selling or taking a company public, private equity firms often invest in digital upgrades to improve performance, boost profitability, and make the business more attractive to potential buyers or investors.
&nbsp;
Competitive Pressures When a portfolio company faces increased competition or disruption in the market, digital transformation can be used to adopt new technologies that give them a competitive edge, improve customer experience, or expand into new markets.
&nbsp;
We've delivered multiple digital transformation projects this year within PE assets. Whether it&rsquo;s a carve out planning their IT strategy, or a business looking to roll out a new ERP to improve data visibility.
&nbsp;
The Transformation space will be a huge lever in terms of value creation planning for acquisitions and current portfolio businesses for enabling growth.&nbsp;
&nbsp;
Coupled with the fact that funds are employing their own digital transformation operating teams and an increasing demand in transformation professionals becoming more attractive to PE-backed companies; 2025 will be likely present more opportunities for digital transformation professionals to look to improve data quality, systems and efficiencies in order to deliver crucial exits and shareholder value for their LPs.
&nbsp;

By: Harry Hedges, knowledge lead for transformation appointments.

VALUE CREATION THROUGH DIGITAL TRANSFORMATION

By: Harry Hedges, knowledge lead for transformation appointments.
&nbsp;
Transformation professionals are changing business efficacy in private equity.
&nbsp;
As a knowledge lead in our interim practice, I&rsquo;ve noticed a significant increase and demand in &lsquo;transformational&rsquo; business professionals in private equity-backed businesses.
&nbsp;
In fact, as a business we've noticed about an 80 percent rise in transformation roles over the past year alone, within the types of roles we as a search firm have been mandated on in the interim market.
&nbsp;
It comes as clients seek to sharpen the efficiencies in their business with this type of expert on an interim basis to make significant commercial impact to their operation.
&nbsp;
The skills transformation professionals posses are attractive a for private equity investments because when a private equity firm buys a company, they aim to increase its value quickly before selling it for a profit.
&nbsp;
By making the company more efficient, cutting costs, boosting sales, and keeping customers happy, they can significantly increase the company&rsquo;s profitability. In turn, this makes the company more attractive to potential buyers, allowing the private equity firm to sell it at a higher price and achieve a strong return on their investment. In simple terms, these strategists help turn a good company into a great one, making the investment more successful.
&nbsp;
A transformation professional in private equity helps companies become more profitable by making them run more efficiently, cutting costs, and boosting revenue.
&nbsp;
Here&rsquo;s five simple way they're doing it in our client portfolio:
&nbsp;
Cutting Costs and Improving Efficiency: They look at how the company operates and find ways to save money by removing waste and streamlining processes.&nbsp;This might include using new technologies like automation to reduce labor costs or negotiating better deals with suppliers to lower expenses.
&nbsp;
Boosting Revenue: They work on strategies to increase sales by setting smarter prices and finding new ways to make money. They also improve how the company markets and sells its products, making sure they reach the right customers and close more sales.
&nbsp;
Going Digital: They help the company use digital tools to reach more customers online and reduce the costs of traditional sales methods. By analyzing customer data, they can make better decisions about what to sell and when, which helps keep inventory costs low and profits high.
&nbsp;
Restructuring and Improving the Team: They reorganize the company to ensure that it&rsquo;s set up to meet its goals efficiently. This might involve reducing staff in areas that aren&rsquo;t needed, improving how performance is managed, and making sure employees are trained and motivated to contribute to the company&rsquo;s success.
&nbsp;
Enhancing Customer Experience: They focus on making customers happier by improving service, offering personalized deals, and creating loyalty programs. Happier customers are more likely to return and spend more, which increases the company&rsquo;s profits.
&nbsp;
&nbsp;
As we'll shortly be entering the fouth quarter of the year and the summer holiday period is behind us, businesses are already beginning to look forward to 2025, so it's not unrealistic to assume that the demand for transformational talent, or indeed, commercial advisory talent will continue to increase into the new year.
&nbsp;
&nbsp;
Consulting advice and career opportunities in transformation If you would like to understand more about the commercial impact transformation professionals can add to your business, or you would like to understand more about career appointments in transformation, please contact Harry Hedges, directly, by emailing&nbsp;<a href="mailto:harry@Caminosearch.com">harry@Caminosearch.com</a> or completing the form below.
&nbsp;
&nbsp;

Interim Practice Knowledge Lead for transformation appointments, Harry Hedges, outlines the impact of transformation professionals in private equity-backed portfolio companies.

<h2 class="secondary-text">&nbsp;</h2>
Market&nbsp; Insights
<h2 class="secondary-text">THE GLOBAL REPORT</h2>
Reviewing major investment movements across H2 of 2023 and inviting thought leadership from across our global network.

MARGIN EXPANSION THROUGH TRANSFORMATION

2024 Global Benchmarking Survey

<h4>TAMPA, FL, USA &ndash; Global niche tech and SaaS executive search consulting partner Camino Search has, today, officially announced the opening its first practice in the United States, in Tampa Florida.&nbsp; (March 7, 2024)</h4>
&nbsp;
<h4 class="MsoNormal">The USA practice will provide a launchpad to support market growth into the USA and ensure the company&rsquo;s high levels and service to candidates and clients are maintained from a new permanent location, stateside.</h4>
&nbsp;
Although Camino Search consulting teams are already working across a wide range of client search mandates in the United States to support senior level, Executive, fractional, C-Suite and Non-Executive director/VP positions across technology and SaaS markets, the business now needs a permanent office in Florida to ensure sustainable market growth.
&nbsp;
​Camino Search Managing Director Harry Hewson, from the firm&rsquo;s London office, alongside the firm&rsquo;s head of M&amp;A, Nathan Placks and its Head of US Finance Oscar Cabrera, will set up the new practice.
&nbsp;
​Harry Hewson, said:&nbsp;&ldquo;We&rsquo;re very proud to announce that due to the amazing support and trust of our candidates and our clients and the demand for our search expertise in the tech and SaaS sectors, we&rsquo;re announcing the impending opening of our first international office in the United States &ndash; in&nbsp;Tampa, Fl,&rdquo;
&nbsp;
&ldquo;Whilst we are already specialising in supporting our clients&rsquo; needs, globally, across a network of tens-of-thousands of professionals working across the tech and SaaS sectors, the demand for our services will soon reach a point where we need to ensure that we continue to meet the service expectations our clients in the United States, by opening an office and establishing a permanent function in Tampa.&rdquo;
&nbsp;
A new USA office will also provide training and jobs for USA-based college alumni leaving local institutions within the Tampa, Fl area.
&nbsp;
Camino Group CEO, Sachin Ruparelia, said:
&ldquo;I&rsquo;m extremely proud to announce the opening of our first international office.&nbsp; This is a testament to the hard work and commitment of our search consulting teams.
&nbsp;
&ldquo;This is also an opportune moment to thank our clients and candidates for the trust, understanding and support they have afforded us along our growth journey, as we have evolved to become a trusted global search consulting partner to the tech and SaaS markets.
&nbsp;
&nbsp;&ldquo;This is a monumental step forward in the Camino Search journey and I would like to wish Harry, Oscar and Nathan, our new USA team the very best of luck growing the operation in the United States.&rdquo;
&nbsp;
&nbsp;Camino Search's move to expand into the USA follows significant investment in its operation by the leadership team, to grow the business to meet and support market and client demands.
&nbsp;
Rapid growth from demand for Camino Search&rsquo;s expertise has also led to the opening of a new City of London office near Liverpool Street Station, which will size-match the firm&rsquo;s next phase of growth and headcount aspirations.
&nbsp;
​To further assist with its growth, Camino Search has an internal training academy which seeks to deliver first-class training function to new consultants joining the business - under the leadership of Learning and Development Director, Tina de Munnik and Talent Acquisition partner, Lily Durand.
&nbsp;
The group also appointed Rob Andrews as Marketing Director in September 2023 to help grow the brand internationally.​
&nbsp;
For press and media enquiries relating to the above news, please contact Marketing Communications Director, Rob Andrews at rob@caminopartners.co.uk. Further press interview opportunities with Sachin and Harry should be arranged through the marketing team.

Pictured L-R. Setting up in the sunshine state... Nathan Placks, Harry Hewson, Oscar Cabrera in the Tampa, Fl office.

Camino Search Opens USA office in Tampa, Florida

We&rsquo;re very proud to announce that due to the amazing support of our candidates and our clients and the demand for our search expertise in the tech and SaaS sectors, we&rsquo;re announcing the impending opening of our first international office in the United States &ndash; in Tampa, Fl.​
&nbsp;
Whilst we are already specialising in supporting our clients&rsquo; needs, globally, across a network of tens-of-thousands of professionals working across the tech and SaaS sectors, the demand for our services will soon reach a point where we need to ensure that we continue to meet the service expectations our clients in the United States, by opening an office and establishing a permanent function in Tampa.
&nbsp;
Nathan Placks, our head of M&amp;A and Oscar Cabrera, our head of US finance, are spearheading our plans to start this exciting journey in March &ndash; I will also be joining them initially to help establish this operation. Nathan will also continue to focus on European and global markets from the states and has also established a team in London to support his client network. With Nathan and Oscar consulting from the USA, we can provide a much greater service level in the Americas - but with experienced dedicated teams remaining in London to manage all of our global clients&rsquo; requirements.
&nbsp;
This opportunity also affords us the opportunity to liaise with a wider candidate network across North and South America. The benefits of wider talent base from which we engage with will further benefit both clients&rsquo; and candidates&rsquo; appointment ambitions and deliver added dimension to our global mobility proposition.
&nbsp;
I would also like to assure all of our clients within our global network, that despite my initial move to the USA, my time will be split, as needed, between overseeing the UK practice, headquartered in London and helping our team in the USA develop this exciting new venture. Our business has also developed a promising and successful management structure to help me achieve this requirement. Camino Search has also hired two new members of its directing staff to build an internal learning and development academy which will train and develop the next generation of search consultants to deliver the high standards we expect to our clients and our candidates.
&nbsp;
Noticeably a USA office also means we will seek to employ and empower graduates, within the&nbsp;Tampa&nbsp;area, with training and development opportunities in line with our successful consultant academy training model.
&nbsp;
​I would like to take the opportunity to invite you to keep up to date with our journey on<a href="https://www.linkedin.com/company/camino-search">&nbsp;LinkedIn&nbsp;here</a>.
&nbsp;
Finally, may I take the opportunity to thank all clients, candidates and supporters of the Camino Search journey so far, who have trusted, invested and assisted us in our success to date. Camino Search's focus remains to deliver the best hiring and search consulting experience possible for both candidates and clients. Globally.
&nbsp;
May 2024 bring us all ongoing success.​
&nbsp;
Sincerely,
&nbsp;
Harry Hewson

I’m excited to let you know about a phenomenal up-and-coming milestone in the Camino Search journey and what this means in terms of added value to all of our clients and candidates within our global search network.

A NEW USA OFFICE

Tampa, Fl, USA - The first members of the Camino Search management team to move permanently to the USA, will depart for Tampa Fl, USA, within the next few weeks.
&nbsp;
 Although Camino Search teams are already working across a wide range of client search mandates in the United States to support senior level, Executive, fractional, C-Suite and Non-Executive director/VP positions across technology and SaaS markets, the business is planning a permanent office in Florida to support clients' headhunting needs.
&nbsp;
Search managers, Oscar Cabrera, Head of US Finance, Head of M&amp;A Nathan Placks and Managing Director Harry Hewson will be the first three employees to move.
&nbsp;
The team's immediate focus will be building relationships in Florida and spending time in New York with existing clients.
&nbsp;
Camino Search has celebrated incredible growth over the past year, having doubled its headcount due to market demands and also moving to its new offices near Liverpool Street, City of London, in September.
&nbsp;
All three managers had visas approved by the US embassy in London, earlier in January.
&nbsp;
Managing Director, Harry Hewson, who will balance his time between growing the US operation and managing the existing UK and Europe operation, said: "This is an exciting time for Camino Search, as we seek to expand our operation to the USA. Myself, Oscar and Nathan very very much looking forward to moving to Tampa, Fl, where we can spend more time with USA based clients - whilst also balancing our time with our existing UK and European client base.
&nbsp;
"It is incredible to be part of a growth journey which has seen the business expand internationally over the course of the past few years - it's also a great opportunity for our people to experience foreign travel and work and settle abroad.
&nbsp;
"Whilst we are making the move to position some of our consulting team in the USA, it goes without saying the our London team will remain in place to ensure our European and UK client needs are maintained."
​
Camino Search's move to expand into the USA follows significant investment in its operation by the leadership team, to grow the business to meet and support market and client demands.
&nbsp;
The operation has launched an internal training academy which seeks to deliver first-class training function to new consultants joining the business - under the leadership of recently appointed Learning and Development Director Tina de Munnik and Head of Talent Acquisition, Lily Durand.
&nbsp;
The company also appointed Rob Andrews as Marketing Director in September 2023. Tina De Munnik and Rob Andrews join the directing staff at Camino Search to support the company's growth and progression internationally.

Tampa, Fl, USA - The first members of the Camino Search management team to move permanently to the USA, will depart for Tampa Fl, USA, within the next few weeks.

FIRST MANAGERS MOVE TO THE USA

The lack of executive movement, in part, due to a lower level of deal flow has meant that there is an abundance of brilliant 'step up' executives in the waiting, writes Camino Search MD, Harry Hewson.
&nbsp;
I read somewhere recently that C-Suite -1 individuals are outperforming C-Suites in many areas, and I can understand why. For those wondering, C-Suite -1 refers to those reporting to the C-Suite and often one layer from board.
&nbsp;
With the need to drive returns at low risk for LPs, traditional PE investors have often steered clear of hiring candidates that don't tick the mandatory boxes, such as pre-existing C-Suite experience. This is particularly prevalent in businesses backed by the larger sponsors. Progressing from being an amazing number two to the C-Suite leader of your vertical can often be one of the trickiest moves in your career.
&nbsp;
It can take some time and be a frustrating journey of interviewing and receiving the same undeniable feedback of &ldquo;We have a candidate who a very similar background to you but they already been a CFO/COO/CEO&rdquo;.
&nbsp;
Often, to reach the C-Suite position, you need to take a calculated risk as the ideal role in your preferred sector with the dream investor will almost certainly have a selection of top candidates with proven C-Suite level candidates on their long list.&nbsp;
&nbsp;
You can certainly wait for an offer to materialise and back yourself against experienced C-Suite operators but it's also worth strategically considering your personal route to C Suite. Your route to C Suite should be well thought out, rather than improvised. Your career choices, projects and strategic moves should continually keep adding to your personal career scorecard. Think of it like a development of your personal skill-portfolio that will enable you to reach the ultimate end career goal.
&nbsp;
Routes to be aware of:
&nbsp;
It may sound obvious, but it's a risk to move to a business with a poor financial profile, a management team you're unsure of or to a business with an underdeveloped strategy.&nbsp;It&rsquo;s advisable to steer clear of the aforementioned businesses if you are taking your first C Suite role. Your first C Suite role not succeeding can damage your long-term aspirations. Yes, you could be one of the individuals that leads and inspires that business through a turnaround but is it worth the risk prior to completing your first successful C Suite position? These scenarios can often have strong financial benefits if successful, so certainly look at them after your first successful C Suite role.
&nbsp;
&nbsp;
Routes that tend to pay off:&nbsp;
&nbsp;
<ul>
<li>
Become a C-Suite Executive within a stereo-typically less glamourous or desired sector. For instance, if you're in a SaaS business now as a number two and you ultimately want to work in SaaS as a C-Suite, try looking at broader Professional and IT services businesses for that first C Suite position. Gain the exposure in the C Suite role and make a true impact, then you'll be top of the list for a SaaS CFO next time.
</li>
<li>
Work for an investor a &lsquo;tier down&rsquo; from investors you may have worked under as a number two. You may end up selling to your dream end-sponsor and building a great personal profile.&nbsp;
</li>
<li>
Joining a business where your personal equity story/potential isn't the best. Don't focus on the short-term cash. Getting a deal done for a good sponsor will pay dividends in the long run.
</li>
<li>&nbsp;</li>
</ul>
What's the benefit of hiring an individual who will be stepping up into a C-Suite position?&nbsp;
&nbsp;
<ul>
<li>
Motivation: We hear the term 'Fire in the belly' a lot. This new role means so much to this step-up candidate and it's critical they succeed.&nbsp;Financial motivation. Grittier traits.
</li>
<li>
Hands on mentality and less ego.
</li>
<li>
It may be easier to hire from a director competitor, where you couldn&rsquo;t steal their current C-Suite.
</li>
<li>
There&rsquo;s an abundance of talent ready to step up due to lack of deal flow
</li>
<li>
They&rsquo;ve been a C-Suite -1 in a turbulent time and will have developed some invaluable skills.
</li>
<li>
They&rsquo;ve often got brilliant sponsor exposure. Monthly reporting through to sometimes even daily interaction with Private Equity Operating Partners.
</li>
</ul>
&nbsp;
Just a few notes and I'm sure there's some great points to be added by readers.
&nbsp;
&nbsp;

The lack of executive movement, in part, due to a lower level of deal flow has meant that there is an abundance of brilliant 'step up' executives in the waiting.

THE STEP-UP EXECUTIVE

​LONDON, UK &ndash; Camino Search is set to release its new look financial report titled:&nbsp;The Global Report,&nbsp;W/C January, 22, 2024.
&nbsp;
The report highlights and summarises major financial movements across private equity and venture capital markets in the second half (H2) of 2023, summarised by financial journalist Danny McEvoy.
&nbsp;
On top of the private equity movements from Q3 and Q4, Camino Search has also invited contributions from its global recruitment network, with articles from contributors exploring opportunities in space tech in 2023/24 and how private investment in ocean-tech companies is helping to preserve marine life.
&nbsp;
A special Q and A interview with former Mintec CFO Tom Smith, who was an instrumental figure in growing and co-leading the Mintec business to an award-winning buyout, is also captured in the &lsquo;Lessons Learnt On the Journey to &pound;20M ARR&rsquo; segment of the publication.
&nbsp;
This is first report Camino Search has produced of this kind, with the publication being made available in print and in digital format upon request.
&nbsp;
To get a copy of the publication, visit The Global Report landing area on our website, at&nbsp;<a href="https://www.caminosearch.co.uk//community/insights/global-reports/">www.caminosearch.co.uk//community/insights/global-reports/</a>
&nbsp;
The Global Report was written and designed by Rob Andrews. Featuring special photographic contributions from photographer, Richard Marsham.
&nbsp;
&nbsp;

​LONDON, UK – Camino Search is set to release its new look financial report titled: The Global Report, W/C January, 22, 2024.

LAUNCHING: THE GLOBAL REPORT

Scaling up is an exciting part of a company&rsquo;s growth trajectory. But culture poses a unique challenge - how do you transition from the organic, informal startup environment to something more suitable for the size you are aiming to reach? How do you maintain a positive, cohesive culture while the business is rapidly evolving?
&nbsp;
<h5 dir="ltr">Shifting from organic to managed&nbsp;</h5>
&nbsp;
The mass shift to remote working caused by COVID-19 has solidified a lesson that many were already realising: fun office perks are no substitute for an excellent company culture.&nbsp;
&nbsp;
Nowhere is this more true than in the tech industry, where competition for talent is fierce and companies have been attempting to outdo each other for years with benefits like free food, nap spaces and office pets, to name a few.&nbsp;
&nbsp;
This is not to say that these perks are unappreciated by employees, but they are ultimately far inferior to a well-constructed ethos that has broad buy-in across a business. In startups, this is often created without much deliberate action - they usually mirror that of the founder, who is naturally inclined to hire people with similar goals, personalities and attitudes to work.
&nbsp;
But when a startup begins to scale, this style of company culture is no longer viable. The addition of layers of management means that the direct connection between the founder and their employees is severed, so culture must be actively managed rather than naturally diffusing from founder to employees.
&nbsp;
This is not just about the difference between culture at startups and larger corporations. The process of scaling presents particular challenges: rapid headcount growth means a sizeable proportion or even majority of employees are new hires; processes, policies, and team structures are in a state of perpetual change; the work is intense and employees are often required to go above and beyond.&nbsp;
&nbsp;
Successfully executing this cultural transition requires proactive management based on a clearly defined framework. For example, Hopin, the virtual events company who are currently executing the most breakneck scaling process ever seen in the UK (they reached a &pound;5.6bn valuation in August, having officially launched less than a year and a half previous), have a dedicated team for this very purpose.&nbsp;
&nbsp;
You need to work out what you want your company culture to be, and how it can be reinforced as you scale. From there, you can put the right people and processes in place.&nbsp;
&nbsp;
<h5 dir="ltr">Purpose and values&nbsp;</h5>
If you don&rsquo;t have them already, you should define your purpose and values at the outset of the scaling process, as the foundation of your company culture.
Ask yourself:
<ul>
<li>
What is your company&rsquo;s purpose?
</li>
<li>
What is your company's vision of success?
</li>
<li>
What does your company value in its employees?
</li>
</ul>
These questions should help you determine exactly what your company is seeking to achieve and the qualities that need to be reflected across your workforce to get there. You can encapsulate your foundation in a mission statement, covering your purpose, values and your goals for realising your vision.&nbsp;
&nbsp;
This part of company culture is often dismissed as a marketing exercise, but it is invaluable in a&nbsp; scaleup context, acting as an anchor in an ever-changing environment. A clearly defined cultural foundation ensures everyone is pulling in the right direction.&nbsp;
&nbsp;
<h5 dir="ltr">Personal development</h5>
In an aggressively expanding company, it is important that you do not neglect the individual growth of your employees. A flat structure is common to startups, but it has a shelf life. After a couple of years, people will begin considering how they can reach the next stage of their career.&nbsp;
&nbsp;
So if you want to retain your workforce and ensure they are satisfied, you need to make sure they have tangible pathways to development and progression. Set clear expectations on performance and behaviour, and regularly assess employees against these, while giving them training and mentoring opportunities.&nbsp;
&nbsp;
<h5 dir="ltr">Ownership</h5>
You can also increase buy-in by offering ownership. As you&rsquo;re scaling, you&rsquo;ll continually be creating new processes, structures, parts of your product and so on. Giving your employees a high level of autonomy in managing these projects means that they are more likely to view it as their creation on completion.&nbsp;
&nbsp;
Not only does this provide satisfaction as a tangible result of their hard work, the challenge of a project also gives them the chance to develop their skills.
<h5 dir="ltr">Recognition&nbsp;</h5>
Perhaps most importantly of all, you need to give credit where credit is due. Aggressive expansion often requires extraordinary effort, so your success as a scaleup is likely to be at least partially down to your employees going above and beyond. If someone is frequently working evenings and weekends, for example, particularly at mid or junior levels, they deserve to be rewarded, and may well decide to leave if they do not feel they are receiving this.&nbsp;
&nbsp;
This does not just mean a large bonus, although this is of course appreciated. People thrive off respect and recognition from others - give shout outs to employees who are consistently exceeding expectations. Highlighting them will also set benchmarks for others and encourage high performance.
<h5 dir="ltr">Hiring&nbsp;</h5>
Hiring is a key part of scaling up. So whether or not you scale up successfully is, to a large extent, dependent on the quality of your hiring, which is itself reliant on finding people who fit your culture. Without consistent alignment in recruitment, your culture will increasingly drift away from its intended form as the proportion of people who are at odds with it increases. This is a particular risk when hiring people remotely, as it is harder to assess culture fit when not face-to-face with someone.&nbsp;
&nbsp;
To avoid this problem, have a replicable 3 or 4 stage process. Ask questions relevant to the behaviours that your company is looking for or wants to avoid. Set expectations to candidates by clearly communicating your values and mission. Have multiple team members interview them. Once hired, have a regimented induction process that provides consistency to new joiners and gives them a strong grounding in your company culture, so they know what is expected of them.&nbsp;
&nbsp;
<h5>Internal communications</h5>
Internal communication is vital to ensuring cohesion of company culture across the business.&nbsp;
&nbsp;
Collaboration to leverage different resources internally is highly useful, but proactive management is often required to keep lines of communication between functions during scaling as structures change and new hires are made. Stakeholders should be introduced to each other and kept aware of new developments and opportunities for collaboration.
&nbsp;
This is also true of opening new locations, where the challenges are arguably greater due to the distance. A good way to promote collaboration here is to staff projects with employees from different locations. It may slow down the execution of projects in the short-term, but will pay off in the long-term by fostering collaboration and closer relations between different offices.
&nbsp;
In both cases, holding weekly, all-hands catch ups with all departments and locations and highlighting achievements can promote unity and cohesion of culture.&nbsp;
&nbsp;
​Camino Search works with cutting-edge businesses to find the perfect finance hires for them. With more vacancies than ever, competition has never been fiercer over the highest-calibre candidates. We can use our extensive network to find your next position, or fill that role in your team with a sharp, reliable hire.

Scaling up is an exciting part of a company’s growth trajectory. But culture poses a unique challenge - how do you transition from the organic, informal startup environment to something more suitable for the size you are aiming to reach? How do you maintain a positive, cohesive culture while the business is rapidly evolving?

SCALE UP: MANAGING YOUR  COMPANY CULTURE

​LONDON, UK - Specialist recruiter, Camino Group, has launched its September training academy with the latest intake of new consultants.
The firm, which also moved to new London offices near Liverpool Street station, earlier in September is planning a major expansion into 2024 and aims to run the academy for new starters and experienced hires, to help them onboard into the organisation.
The academy teaches new starters key skills required to deliver highly specialist recruitment solutions, involves them in the company values and supports new members of staff with the appropriate training to help them succeed in their new roles.
&nbsp;New starters at Camino Group experience the academy process for two weeks before going on to complete a three-month personal development plan with more experienced team members.&nbsp;
&nbsp;This is the third academy Camino Group has launched this year &ndash; with a fourth intake academy earmarked to start in January, 2024.
&nbsp;Camino Group's Learning and Development Director, Tina de Munnik, who leads and manages the onboarding and training programmes into the group, said:
"It's important that we provide the skills, training and team environment people need to succeed and grow in our business. We are a recruitment company and people come first in our organisation - so in order to ensure our new members of the team settle, regardless of experience and skills level, we like to ensure onboarding and training is as the forefront of their experience joining our business.
&nbsp;De Munnik adds: "We also appreciate the candidate and client experience is centric to our business model, so the academy teaches consultants and new starters the importance of ensuring an exceptional recruitment experience of both our clients and candidates - as we continue to grow we are using the academy to ensure we help to develop a 'Camino way' of delivering unrivalled recruitment and specialist search solutions for our specific recruitment sectors.
"Our model to recruit and train people, especially graduates, has proven to be very successful and we have found that investing correctly in our people really empowers them to kick-start their career with us."
&nbsp;Academy entrant Joe Williams, 18, who is joining Camino Group as a trainee recruitment consultant, is experiencing recruitment for the first time and is going through the academy training process, said:
&ldquo;I&rsquo;m really excited to be starting with Camino Group and learning about recruitment as an industry. This is a great opportunity for me to learn new skills in a new industry as a graduate and learn from experienced consultants.&rdquo;
&nbsp;Camino Group, which consists of two specialist recruitment and specialist search and selection brands; Camino Partners - which specialises in placing support staff into other recruitment agencies and Camino Search, which specialises in international financial, private equity and M&amp;A selection solutions - is expecting to double its consultant headcount to 60 personnel in 2024.
&nbsp;The company moved from its office near Farringdon in London at the start of September, to a city-centre location near London's Liverpool Street Station.
​
---ENDS---
​
PRESS AND MEDIA ENQUIRIES
&nbsp;For further comment, insight and interviews please email Rob Andrews, Marketing Director, on, email: rob@caminopartners.co.uk or on phone:<a title="Call 02038055220 via 3CX" href="https://www.caminosearch.co.uk/blog/2023/09/camino-group-kicks-off-september-training-academy-with-latest-intake-of-new-consultants?source=mail.google.com" target="_blank" rel="noopener">020 3805 5220</a>
&nbsp;For more information about Camino Partners visit<a href="http://www.caminopartners.co.uk/">www.caminopartners.co.uk</a>
​
​
&nbsp;NOTES TO EDITORS
&nbsp;Established in 2011, the Camino Group operates two main recruitment brands;
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Camino Search, which specialises in international financial, private equity and M&amp;A markets
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Camino Partners, which supports other recruitment companies&rsquo; non-sales professionals

​LONDON, UK - Specialist recruiter, Camino Group, has launched its September training academy with the latest intake of new consultants.

A NEW ACADEMY MODEL

Sam&rsquo;s Journey into Space Tech:
I had my business background and I studied philosophy at university. I started out working at a tech start up that was in AI. I was considering starting a business but wasn&rsquo;t sure what specific technology I would pursue. I then used the intersection of my studies, my family background, and my experience working in tech to start a venture capital firm in mid-21, where I made my first two investments. I focused on companies that built data assets and applied machine learning to fields that the entrepreneurs were experts in. In the middle of all this I found a space venture firm that was crowdfunding for early-stage space companies.
&nbsp;
I decided to invest in 2022 and then joined the team in January this year, Gravity Management, to run the asset management side (VC side). We&rsquo;re looking to be THE financial institution for space, all inclusive at every stage.
&nbsp;
We now feel like we&rsquo;re at the point where we have an advantage as we have our team of space enthusiasts, I guess would be the casual way to put it. Everyone involved, LOVES space. We live and breath our work. We feel like we can offer a unique service in an unsaturated area of the market. There aren&rsquo;t enough experts investing in space.
&nbsp;
There are a lot of VCs that would invest in space companies, but who aren&rsquo;t space-focused. Some VCs consider space as just an interesting area to expand their portfolio. If a VC is not space-focused, there is so much happening in the industry that investors can be easily blindsided. We are working on building our relationships so that as VCs enter the industry they can count on our guidance on which investments are qualified and which are not. You need a certain level of expertise within space to be able to take into account all things that need to happen for it to go well.
&nbsp;
Balancing Short-Term Wins for Long-Term Success:
Our primary focus is on infrastructure. Infrastructure is where we see the foundation for long-term goals like going to Mars, mining, travelling to the Moon etc. These things are all long term and can produce massive markets.
&nbsp;
We like to draw on the analogy of the Morgan Family and what they did with railroads. They focused on investing in infrastructure so that railroads could be built across America. They were able to consolidate certain technologies that really enabled the entire industry to survive and do well over time. That&rsquo;s where we feel like we&rsquo;re at with Space at the moment, infrastructure is where we will see things come together and improve, which has been the case for launchpads and satellite communications moving to laser instead of just radar now.
&nbsp;
In comparison, OceanGate for example recently pledged to have 1,000 people living on Venus within 50 years. Awesome vision, but so much has to be built for this happen. One group or company alone isn&rsquo;t going to be able to build all of the steps required. In order for something like Venus to happen, you have to fund things in the market that are going to make that possible. That&rsquo;s where we want to fill that gap. We want to be space-focused and invest very purposefully.
&nbsp;
Separately, right now is a difficult time to raise capital. I&rsquo;m seeing two things &ndash; reluctance to allocate capital and lots of liquidity. It&rsquo;s a strange balance. If you have the right idea, there&rsquo;s money out there to be allocated. But if you are not there yet, especially in early-stage ventures, it&rsquo;s on you to figure out how you are going to bootstrap your business until you are ready to convince investors. It&rsquo;s a difficult trade off, but I do think if you are an entrepreneur and you choose to bootstrap at this time to get your company off the ground, the value of that experience will be unparalleled. Figure out how to run lean and survive in this extremely highly volatile time.
&nbsp;
Assessing Regulation and Challenges for SpaceTech:
There&rsquo;s, shockingly, very little precedent right now. I like to compare it to Maritime Law. It&rsquo;s not the Wild West, but it&rsquo;s not far off. There are around 5 treaties regulate space. But otherwise there&rsquo;s so little international space law, I wouldn&rsquo;t be surprised if we see a new set of treaties emerge quite soon. There&rsquo;s nothing that I see on the investment side that I feel could be high risk with any regulation coming into play, but we have to judge investment by investment. There are practices that are actively prohibited, such as monitoring military bases. Aside from that, it&rsquo;s essentially a totally free market.
&nbsp;
In terms of barriers, failures cause fear. Anytime there&rsquo;s an explosion for instance, or death, that will always and understandably set the industry back, as it should. We need to be able to prevent these. There&rsquo;s so many protocols in place to ensure stuff like this does not happen, but there&rsquo;s always a risk.
&nbsp;
The other barrier is marrying up the talent with the investment. Rocket Engineers are not easy to come by necessarily. Not only do you need those, you need the access to capital and investors who can take risks. If you want to get to prototype stage (obviously depending on the product), many potentially scalable business require anywhere from $500,000 to $5 million. From prototype to market, often requires $50 &ndash; 100 million. The risk increases when there are still unknowns in the manufacturing or scaling processes. Minimizing unknowns by collecting as much data as possible per iteration is a key to success in such a difficult industry.So getting a prototype to be a viable business model is probably the biggest challenge. The best way for us to succeed is making sure we have a diverse group of thinkers.
&nbsp;
What you&rsquo;re most excited about in SpaceTech:
Starship. When Starship succeeds, the cost of a launch will drop by almost 20 times. What people are paying at the moment ($2,000 - $5,000) per kilogram right now, it&rsquo;ll drop to close to $100 per kilogram. This is going to explode at some point.
&nbsp;
I&rsquo;m also really excited about Earth Observation. There are so many ways that we can use data through Earth Observation. You could use it for the Department of Transportation, hedge funds could use it to understand how markets or supply chains are performing based on the craziest things, for example the number of cars in a parking lot. There are so many different cases this could make an impact for.​
&nbsp;
If you'd like to get involved or discuss investment and finance trends, contact Oscar (<a title="contact" href="mailto:oscar@caminosearch.co.uk">oscar@caminosearch.co.uk</a>)

Sam Martin is a partner, board member of a family office, and proven investor within the Space Tech industry. We spoke with Sam recently to understand some of the key insights across Space Tech including key metrics, drivers and how the future of space tech is shaping up.

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