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Value creation in private equity: Strategies for growth and efficiency


In the world of private equity (PE), value creation has become the ultimate goal. PE firms invest in portfolio companies with the aim of increasing their value and generating attractive returns for their investors. As the PE industry has evolved, particularly within the food and agribusiness sectors, the strategies employed to create value have also undergone significant changes. This article explores the shift in value creation strategies, key principles for maximising operational value creation, and the foundation of a successful value creation plan, based upon our decades of experience supporting PE firms in the food and agribusiness landscape.

Shift in value creation strategies

Recent years have seen value creation strategies in the PE industry shift. Operational improvements have emerged as the primary source of value creation, overtaking traditional methods such as financial engineering and leverage which has historically been go-to methods of driving returns. This shift has primarily been driven by increasing competition and the need for PE firms to differentiate themselves by creating sustainable value in their portfolio companies. This has been particularly relevant for those invested in food and agribusiness, as growing consumer demand for quality and sustainably sourced food products put pressure on businesses to rethink their operations.

To capitalise on this, PE firms need to focus on operational value creation strategies that drive revenue growth and margin expansion. This requires a deep understanding of the portfolio company’s operations, market dynamics, and growth potential. PE firms must work closely with the management team to identify opportunities for improvement and implement initiatives that enhance the company’s competitive position.

To maximise operational value creation, PE firms need to invest with operational value creation at the forefront and ensuring that everyone understands and contributes to improving operations. This means conducting thorough operational due diligence before acquiring a company,

Operational diligence should go beyond traditional financial and legal due diligence to assess the company’s operations, supply chain, and market position. This will help PE firms identify potential risks and opportunities early on and develop a tailored value creation plan.

Once the investment has been made, PE firms should closely monitor the portfolio company’s performance and take a hands-on approach to value creation.

For agribusiness leaders, developing a value creation roadmap early in the acquisition process can help to pinpoint areas needing improvement, prioritise key initiatives, and implement significant organisational changes. This may involve embedding operational experts within the company to drive initiatives and provide guidance to the management team.

Empowering operating groups to collaborate with portfolio companies is also crucial. PE firms should build strong relationships with their portfolio companies and provide them with the resources and support needed to execute the value creation plan. This may include access to industry experts, best practices, and technology solutions that can help drive operational improvements.

Developing a value creation plan

When crafting a value creation plan, it is crucial to align it with the investment thesis. This ensures that all initiatives and strategies are geared towards achieving the desired outcomes and maximising returns for investors. The plan should be tailored to the specific needs and circumstances of each portfolio company, taking into account its industry, competitive landscape, and growth potential.

The foundation of successful value creation in private equity lies in developing a well-defined and comprehensive plan. A robust value creation plan should encompass four key components: operational improvements, strategic initiatives, financial optimisation, and talent management. By addressing each of these areas, private equity firms can unlock the full potential of their portfolio companies.

Operational improvements

Operational improvements are at the heart of value creation in private equity. By implementing best practices and optimising processes, portfolio companies can enhance efficiency, reduce costs, and improve overall performance. Lean operations and process optimisation can help streamline workflows, eliminate waste, and increase productivity.

Effective supply chain management is another critical aspect of operational improvement. By forging strong relationships with suppliers, optimising inventory levels, and implementing just-in-time delivery systems, portfolio companies can reduce costs and improve responsiveness to customer needs. Procurement and cost reduction strategies, such as strategic sourcing and vendor consolidation, can further contribute to operational efficiency.

Technology and automation also play a vital role in driving operational improvements, particularly in the food and agribusiness industry, where a growing technology gap has led to operational inefficiencies and reduced productivity across the value chain.

Technological disruption and digital transformation are reshaping the food and agribusiness industries and creating value by lowering input costs, streamlining production, and reducing loss and waste across supply chains. Private equity firms that can effectively harness the power of technology and data analytics will be well-positioned to drive growth and enhance returns.

Strategic initiatives

While operational improvements focus on optimising existing processes, strategic initiatives aim to drive future growth and market presence. Organic growth strategies, such as market expansion, product innovation, and sales strategies, are essential for capturing new customers and increasing market share.

Inorganic growth strategies, including mergers and acquisitions (M&A) and strategic partnerships, can also be powerful tools for value creation. M&A allows portfolio companies to quickly enter new markets, acquire complementary capabilities, and achieve economies of scale. Strategic partnerships and alliances can provide access to new technologies, distribution channels, and customer bases, accelerating growth and enhancing competitiveness.

When pursuing growth strategies, it is essential to strike a balance between short-term and long-term objectives. While quick wins can generate immediate value, sustainable growth requires a long-term perspective and investment in capabilities that will drive future success.

Financial optimisation

Financial optimisation is another critical component of value creation in private equity. Effective working capital management, including the optimisation of inventory, accounts receivable, and accounts payable, can free up cash flow and improve liquidity. Capital structure optimisation, such as the strategic use of debt and equity financing, can lower the cost of capital and enhance returns.

Tax efficiency is also a key consideration in financial optimisation. By leveraging tax incentives, structuring transactions effectively, and optimising the tax structure of portfolio companies, private equity firms can minimise tax liabilities and maximise after-tax returns.

Exit planning and value realisation are also key considerations. By planning for exit and actively managing the value realisation process, firms can maximise returns for their investors. Private equity firms must develop a clear exit strategy from the outset, whether through an initial public offering (IPO), a strategic sale, or a secondary buyout.

Talent management

Human capital is a critical driver of value creation for private equity firms. Aligning talent with value creation objectives ensures that portfolio companies have the right people in place to execute the strategic plan. Private equity firms must focus on recruiting and retaining top talent, particularly in key leadership positions.

Developing leadership capabilities is essential for driving long-term success. By providing training, mentoring, and exposure to best practices, private equity firms can help portfolio company leaders enhance their skills and effectively navigate the challenges of growth and transformation.

Creating a high-performance culture is another crucial aspect of talent management. By fostering a culture of accountability, innovation, and continuous improvement, private equity firms can unlock the full potential of their human capital and drive sustainable value creation.

Measuring and monitoring value creation

To ensure the success of value creation initiatives, it is essential to establish a robust performance management system. This involves defining key performance indicators (KPIs) that align with the value creation plan and regularly monitoring progress against these metrics.

Private equity firms should work closely with portfolio company management to review and adjust value creation plans as needed. Regular communication and reporting to stakeholders, including investors and board members, are critical for maintaining alignment and driving accountability.


Value creation in private equity is a complex and dynamic process that requires a comprehensive understanding of the portfolio company, market, and influencing outcomes. As the industry evolves, PE firms that adapt their strategies and focus on operational improvements will be best positioned to generate attractive returns. Ultimately, this means combining proven strategies with innovative thinking.

Maximising value creation involves crafting a clear plan, implementing best practices, and driving growth through strategic initiatives. This includes optimising financial performance and effectively managing talent. Prioritising operational value creation and fostering a culture of continuous improvement ensures that everyone contributes to enhancing operations. Aligning incentives throughout the organisation motivates employees to work towards shared goals, leading to sustained success.

Fostering value creation in private equity

As the private equity industry continues to evolve, firms must adapt to new trends and challenges, particularly when dealing with projects and investments in food and agribusiness industry.

At Farrelly Mitchell, we offer deep commercial and technical insights that enable our clients to navigate the complexities of the food and agribusiness industry and seize opportunities for value creation.

By partnering with us, private equity firms can leverage our expertise to develop and execute robust value creation strategies tailored to their unique needs. In addition to our value creation services, we also support agribusiness planning, performance improvement, market entry & development, and much more. Get in touch with our team today to learn more.


Nathan Davies

Managing Director
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