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Financial Management Bachelor's Theses

Theses/dissertations from 2023 2023.

Financial literacy and financial well-being: A mediation analysis of fintech services adoption among selected generation Z in Metro Manila , Justine Marie M. Abad, Domique John T. Hernandez, Nehemih D. Pabillon, and Arianne Mae M. Teves

The impact of CSR practices and reporting on firm performance: Evidence from selected ASEAN-5 banks , Sharina B. Ahmed, Dominique Margaret O. Co, Marby Christina Alyanna R. Macob, and Julianne Annika Y. Yu

The impact of green investments on Philippine energy firms’ financial performance: The moderating role of environmental policies , Byrne Joshua B. Al-ag, Jillian Beatrice Roselli T. Gaerlan, Sean Daron Magat Guintu, and Jameson A. Ng

Behavioral finance and market efficiency: The responsiveness of the Philippine market during the COVID-19 pandemic , Greisa Eguia Alano, Arhen Richmond Payumo Nuguid, and Kenneth Gabriel Sanvictores Rojas

Sustainable finance: An analysis of the ASEAN-4 universal banking sector's sustainable growth rate (SGR) and its risk factors , Bianca Elise S. Alejandrino, Armandeep K. Bhuller, Arnel Jorge N. Francisco II, and Jean Christian C. Peralta

The long memory effect in ASEAN-6 stock markets from 2006 to 2022: A rescaled range analysis , Tricia Q. Almandres, Sharmaine Rose G. Estor, Michaela Wencee S. Ng, and Audrey T. Reyes

An analysis of the effect and influence of macroeconomic factors on 10-year government bond Yields in the ASEAN-4 , Dan Joseph L. Andres, Ronnie-Lans T. Ayuyao, Nathan John N. Deypalan, and Jan Marcus C. Naguit

The effects of behavioral biases on investment decisions of Filipino millennials and generation Z: Moderating role of financial literacy , Liezl Katherine C. Ang, Jean Ashley A. Masanque, Johannah Mae C. Nacario, and Renna Mae M. Paguntalan

Panel regression analysis of the link between ESG indicators and financial performance in the energy and transportation Industry of ASEAN 5 countries: A sectoral perspective , Rafael Antonio C. Arellano, Skye Orin L. Libarnes, Meg Allen G. Maayo, Joaquin Francisco T. Sun, and Pedro Enrique S.A. Villamejor

Smart beta investing: A comparative study of fundamental accounting metrics and traditional market capitalization indices to measure the performance of the Philippine Stock Exchange , Miguel Benedicto Ramirez Argamosa, Faith Robles Del Rosario, Veronica Marielle Ferrer Delmo, and Miguel Antonio Rodriguez Merino II

The moderating effect of institutional quality on the relationship between financial inclusion and the profitability of commercial banks in selected ASEAN-5 countries: An analysis , Miguel Rene Q. Balboa, Timothy Karl R. Dela Torre, Alexandra Yzabella H. Lazaro, and Nishie S. Yao

The impacts of oil price shocks on the stock market index of the ASEAN-4 countries from January 2012 to October 2022: An analysis , Miguel Enrico V. Banzon, Beatriz Colleen S. Calimlim, Hesed Heindrick S. Cariño, and Siegfried Paolo B. Malabanan

Granger causality between stock market and selected macroeconomic indicators: Evidence from the Philippines , Kenneth Richard O. Bardullas, Vinzze Joseph T. Co, Aaron Henric P. Leung, and Alyzza Ariane J. Tadeo

Sustainable finance: The impact of selected green bonds on issuing firms' greenhouse gas emission (GHG) levels in selected ASEAN countries , Jomabelle C. Bautista, Mary Aubrey C. Calma, Ezekiel C. Camilo, and Krystell Abigail L. Tan

Can it walk the talk? Determining the validity of random walk hypothesis and technical analysis in the Philippine stock market , Hazel P. Bongolan, Bea Eliza A. Delos Reyes, Jenielle Joye T. Ho, and Cale Robert S. Rasco

Total factor productivity using Malmquist DEA on selected ASEAN-5 life insurers from 2007 to 2021: An analysis , John Allen C. Caballa, Riana Jade Y. Ng, Cherilyn G. Tan, and Jon Calvin C. Uy

The relationship between economic indicators and stock exchange index of ASEAN-4 countries: Indonesia, Malaysia, Philippines, and Thailand , Craig Jimver Mikael C. Camino, Micko Briel D. Del Pilar, Paul A. Fuentebella Jr., and Bryan Stephen A. Hong

Utilization of financial ratios in selected financial models to predict financial distress among food manufacturing companies in the Philippines , Simon Hongying G. Chen, Jelline C. Cheng, Lyka Mari C. Javier, and Janine F. Ong

Analyzing the causal effects of the major ASEAN-4 countries exchange rates against the Philippine peso on the volatility of the Philippine stock market returns , Richmond Ryan S. Chua, Yung Ching S. Shi, Willy W. Tang, and Rico J. Wu

Impact of mega-sporting events on the host countries’ stock market performance and economic growth: Evidenced from the Southeast Asian Games , Wendy Cai Chua, Se Jin Kaibigan Jeong, Catherine Ke Ke, and Michelle Chen Lin

An evaluation of logistic regression and random forest model as early warning system models for assessing an equity market crisis in ASEAN-5 + 3 countries , Allister James R. del Rosario, Anne Ysobel P. Guzman, Michelle O. Kohzai, and Jay Ruel B. Zape

A comparative analysis of the performance of machine learning models for predicting stock prices from the years 2012 to 2022: Evidence from the ASEAN 5 stock market indices , Sameer D. Dhanani, Hugh Leon B. Escaño, Jasmine L. Lim, and Isaiah Franz Dominique L. Pascual

Evaluating the volatility spillovers in the foreign exchange market during extreme events from 2007 to 2022 using the EGARCH model: Evidence from the ASEAN-5 countries , Helen L. Diaz, Jan Peter T. Ignacio, Melanie Grace V. Namol, and Abby Gail C. So

An analysis on the impact of crude oil prices and macroeconomic indicators on the ASEAN-5 stock market index: The 2022 Russian invasion of Ukraine , Sophia Anne B. Gallardo, Jasmine F. Kau, Christelle Joy V. Remegio, and Jaylyn M. Vibar

An analysis of the relationship between stock prices and financial ratios of banks based on the ASEAN-4 , Rica Anne A. Ko, Clarea Felice C. Lim, and Stacey Elaine T. Yap

Determinants of property sector profitability: Empirical evidence from the selected publicly listed real estate companies in the ASEAN-5 , France Gabriel D. Palileo, Miguel Faustino O. Mallari, Paul John S. Sison, and Mary Angeleen V. Teodosio

Financial literacy and fintech adoption among millennials in Metro Manila, Philippines: An analysis , Alyanna Marie L. Toh, Stacey Eunice U. Lee, Jason W. Su, and Athena Micah B. De Guzman

Theses/Dissertations from 2022 2022

Effects of volatilities on property sector indices of ASEAN-6 pre, during, and after the Global Financial Crisis and during the COVID-19 pandemic from 2006 to 2022 , Maria Charizza Acuña, Ernest Joseph Coronel, Margarita Lauren Cortez, and Nathalie Raika Julio

The impact of exchange rate volatility on the stock market index returns of select developed and developing Asian countries: An analysis , Alianne J. Alfonso, Mariela C. Cai, Erika Anne D. Jaurigue, and Sofia Eloisa U. Placino

Philippine financial institutions' counterparty default risk and stock price relationships: An analysis , Gerard Constantine Amano, Juwan Kenzie Gomez, Gilbert Angelo Juan, and Jan Michael Pioquinto

The effect of ESG activities on the financial performance of PSE listed companies during the COVID-19 pandemic—Evidence from the Philippines , Andrea Danielle S. Amil, Raizen Philippe M. King, Rondel Y. Ortiz, and Gweneth Allona Mikaela B. Te Tan

The impact of COVID-19 and specific control indicators on the performance of selected universal banks in the Philippines , Keana Aedrielle Modesto Ang, Bea Alexis Gotay Lim, Issey Miuccia Domminiq Uy Tan, and Jenny Huang Zhang

A study on the determinants of dividend payout policy: Evidence from the ASEAN-5 countries , Princess Askha Intal Artates, Mary Coshey Israel Dabatos, Claire Aimy Padilla Sendin, and Reynalyn Del Mundo Tenorio

Forecasting value-at-risk during crises in select ASEAN stock market indices through GARCH-EVT models , Janelle Fatima A. Balmaceda, Maxim Anthonnae M. Miranda, Mary Haniel Joy M. Parba, and Patricia Anne M. Zapanta

The relationship of the daily number of COVID-19 cases, lockdown classifications in the National Capital Region, and Philippine stock returns: An analysis , Beatrice Q. Bañagale, Dazle M. Edralin, Joaquin Pierre T. Guinto, and Isabelle Rhein D. Rivera

Financial development in the ASEAN 8: Impact of foreign direct investment and institutional quality , Katherine Marie F. Batto, Julie T. Caguioa, Sophia L. Cruz, and Sofia Julia S. Uy

The rise of fintech in the Philippines: A study on the impact of digital finance and demographics on financial inclusion and its effect on economic growth , Sofia Angeli M. Bobier, Gillian Clare O. Carbonilla, Alessandra Rayne L. Mallari, and Erika Marie D. Moleno

Investigating the long-term co-movement and spillover effects of the stock markets between the United States and the ASEAN-5 countries for the periods up to and after the 2008 Global Financial Crisis and the COVID-19 pandemic , James Paul Misa Calub, Stephanie Joyce Chua Chan, and Elisa Kyle Agulto Lim

The effect of credit and liquidity risk management practices on the profitability ratios of selected Philippine thrift banks , Renee Ysobelle S. Canlas, Jerlene E. Coronado, Joana Raquel S. Gianan, and Stephanie Mae C. Hu

A relationship between world oil prices and Philippine mining and oil sector index: A comparative study of multivariate GARCH approaches , Errol Stephen Santos Chan, Justin Matthew Carrasco Hou, Mychael John Llamado Ong, and Marcus Adrian Garyth Ejercito Tan

Evaluating the impact of competition on the profitability and the stability of the commercial banking sector: A case of selected Asian countries (2008-2020) , Gianina Jewel Paredes Chan, John Matthew Menco Chua, Jeanne Marie Lim Si, and Christian Rosales Sy

Examining financial performance of ASEAN REITs from 2020-2022 , Lorenz Dominick Santos Chon, Martin Clifford King Ornido, Bryce Harvey Angsanto Tan, and John Henderson Co Tan

An analysis on the total factor productivity of selected commercial banks in the ASEAN-5 countries using Malmquist-DEA analysis from 2006-2020 , Kervin T. Chua, Maria Jeanette C. Mallari, Joacquin Carlo A. Navales, and Chelsea Ann A. Yu

The impact of human development in the ASEAN 5 countries on financial inclusion (2015-2019): An analysis , Danica Deryll C. Condes, Justin Nicholas D. Nocum, and Kenneth C. Sevilla

Behavioral biases and demographic factors influencing Filipino’s investment decision during the COVID-19 pandemic: An empirical study , Chevy Louise G. De Guzman, Pierre Angelo A. Lopez, Alley Jill Q. Ocampo Tan, and Jannah Andre A. Seville

Relationship of information and communication technology (ICT) and stock market development (SMD): Empirical evidence using a panel of ASEAN-6 and East Asian-3 countries , Erica Jillian Allison S. Dela Cruz, Huihuang Shi, Edward Spencer D. Tan, and Micah Lovell V. Tan

Analysis of the impact of selected financial ratios and macroeconomic factors on share price: Empirical evidence from selected emerging ASEAN countries mining and oil sector , Marielle C. Dela Cruz, Kieza Francesca C. Garra, Samantha Rose V. Pontines, and Serin Hanbyeol A. You

Will the renminbi emerge as a safe-haven currency? Evidence from the tiger cub economies’ stock market volatility from 2016 to 2021 , Paolo Manuel D. Delfin, Kay Lin Ding, Hana Juniela N. Sebe, and Sofia Nicole C. Villanueva

Financial integration in ASEAN emerging markets: The relationship between macroeconomic variables and stock index performance from 2011 to 2020 , Loren Margaret Malabanan Dizon, Mico Angelo Pasion Magturo, Maria Nicole Sebastian Molina, and Rainiele Clarice Galaura San Juan

A comparative analysis of the risk-adjusted performance of Philippine active and passive equity funds before and during the COVID-19 pandemic , Luisa L. Dizon, Irvin Avery F. Ng, Audrey Nicole F. See, and Lance Spencer T. Yu

Information and communication technology (ICT), economic indicators, and banking sector indicators: Its impact on the ASEAN-5 countries' banking sector performance: An analysis , Piero Antonio D. Dominguez, Samantha Colleen M. Francisco, and Maria Regina T. Ignacio

Influence of digital finance accessibility on financial inclusion and bank stability: Evidence from the ASEAN , Jameson Esparas and Faustine Angela B. Zipagan

A study on Filipino investors and their intention to invest in mutual funds in the Philippines , Jaan Alexander Lacap Gana, Mauro Ramon Campos Lacson, Dheeraj Motiani, and Yu-jin Dacula Nam

A comparative study on the impact of COVID-19 pandemic and exchange rate on the stock market returns of the Philippines and Thailand , Jan Gavin Santos Go, Bea Jilian Banaag Llana, Reignard Alric Chong Uy, and Aaron Elian Lardizabal Yaneza

The significance of microfinance to Pototan rice farmers in the Philippines: An analysis , Mikaela Luis A. Gutierrez and John Dominic D. Hechanova

Comparative analysis of top cryptocurrencies to other financial markets , Chadwick Wayne G. Ilagan, Stephen C. Ong, and Juanito P. Valdecantos IV

The impact of sustainability reporting on corporate financial performance: A multilevel modelling approach using evidence from publicly listed companies in the Philippines , Julienne Elisha Q. Juan, David Joshua T. Marin, John Raymond D. Reyes, and Shaila Kimberly U. Sy

A comparative assessment of Benjamin Graham's stock selection criteria as quantitative investment strategy in ASEAN-5 markets post global financial crisis: An examination of the defensive and enterprising investor approach , Geoffrey James O. Lim, Jose Rafael M. Malamug, and Ethen Aldrich P. Panugayan

The effects of the adoption of blockchain technology on selected ASEAN banks’ stock performance: An event study , Angelo Gabriel G. Lopez, Joachim Santino G. Palacios, Romualdo Anton T. Rosas, and Samantha T. Santos

The effect of fintech on the efficiency of selected Philippine universal banks using DEA from 2010 to 2019 , Sarah Frances O. Ludo, Joaquin Vicente C. Sese, Leah Beatrice S.D. Tagabucba, and Regine Elixhea S. Torres

An assessment of risk management's mediating effect on financial innovation and bank's performance: A study of selected ASEAN-5 listed commercial banks from 2018-2020 , Raphael Gerardo Nisce, Louise Kate R. Ramirez, and Kataaki M. Watanabe

The effect of selected financial ratios and macroeconomic factors on stock price: A study of Bursa Malaysia Berhad's listed energy companies from 2015 to 2019 , Rexwin Anthony Osida, Joanne Chelsea B. Pecson, and Miguel Benedicto C. Tupas

Efficiency, financial performance, and stock returns of the food and beverage industry: A study on the ASEAN 5 , Jan Dominique O. Tan, Hanns Dominic W. Chen, Christian Lance L. Haw, and Queenie Yvette S. Shi

Theses/Dissertations from 2021 2021

A comparative study: Underpricing and long-run performance of initial public offerings in Singapore Exchange and Bursa Malaysia from 2007-2016 , Ann Nicole Louise L. Ang, Alexa May B. Domingo, Paula M. Maniulit, and Ysabel T. Maniulit

Women empowerment through microfinance: Twenty year historical data analysis of selected microfinance institutions in NCR and CALABARZON , Bianca Erica D. Bala, Cristina Mae Y. Chu, Paolo Tristan L. Chu, and Dustinmico S. Wee

The relationship of stock returns with systematic risk in the ASEAN-5 Region: A panel data approach analysis of the relationship prior to and during the COVID-19 pandemic , Wren Angelo Encarnacion Banaag, Maxinne Vaughn Julia Catoto De Guzman, and Kassandra Mari Banawa Luces

The impact of financial literacy, attitude, and behavior on financial well-being among Metro Manila residents , Erika Shaine Chong Bana Lim, Domingo Maria Carmona Garcia IV, Joiecel Labung Tan, and Alyssa Janine Hong Yao

The effect of the coronavirus (COVID-19) on the optimal portfolio composition of select industry sectors in the Philippines , Laxmir Roselle Magpantay Biacora, Ida Augusta Ramos Lim, Marc Ivan Pagtama Lanuza, and Denise Nicole Pimentel Lim

Cardinality-constrained approach: Small portfolios breakthrough in the Philippine market from January 2015 to December 2019 , Judely Ann Calipusan Cabador, Clarissa Lingat Calo-oy, Krisma Allu Gapasin Duldulao, and Juliene Faye Palmares Zamora

Empirical analysis: Application of specific GARCH models in examining stock market volatility , Adrianne Nicole J. Canonizado, Charles Lawrence L. Chua, Jon Pryce Y. Go, and Jackie C. Yu

The relationship between financial literacy and fraud detection between generation X and Y Filipinos in Metro Manila, Philippines , Elijah Climaco Castañeda, Eric Paul Mariano, and Mark Ildefonso M. Zurbano III

Evaluating early warning systems for currency crisis in select emerging ASEAN economies , Mikhaela Kristine R. Chan, Berndhart S. Co, Mary Khristine P. Juan, and Erryl Ron M. Lacanlale

A PLS-structural equation modelling of the role of financial inclusion, financial technology, financial stability, and bank competition on economic growth in ASEAN , Lou Marie Princess Dimalibot Chua, Richelyn May Pantig Chua, Kim Borja Fernandez, and Ericka Christian Ando Javate

A panel analysis of Philippine banks’ loan portfolio quality in relation to their bank lending rates, bank performance, and key accounts , Antonio Miguel Tayag Coronel, Lorenzo Jose Morales Prieto, Zach Gabriel Server Rapanot, and Xavier Maria Castro Roxas

An analysis on the effect of demographic characteristics and e-money usage towards bank account ownership in the Philippines , Miguel Carlos S. De Guzman, Zores Miguel A. Declaro, Vincent Thomas F. Garcia, and Dana Erika E. Julaton

A comparative analysis of the inflation hedging properties of gold, stocks, corporate bonds, and foreign currency in the Philippines from years 2011-2019 , Ma. Danielle Kyle L. de Jesus, Eduardo Wolfgang U. Gargarita, Dessa Fay A. Isubol, and Eira Jasmine H. Javaluyas

The impact of the COVID-19 pandemic on revenue diversification of selected banks in the ASEAN 5 countries , Alma Grace De Vera, Adrian Keith Deparene, Regina Sofia Ong, and Jonas Marvin Villar

Examining the impacts of environmental, social, and governance (ESG) considerations on millennials and generation Z’s investment attitudes and behaviors , Micaella Danielle Go, Mary Agnes Alita Grino, and Tyrone Kyle Jambalos

Behavioral factors influencing retail investors’ decision making during the COVID-19 pandemic: A study on the Philippine stock exchange , Justin Martin Meneses Jacaria, Ma. Isabel Anacleta San Jose Paredes, Matthew Jeremy Sacdalan Quismorio, and Gonzalo Philip Centennial Caligagan Exconde

Value investing and technical analysis in the Philippine Stock Exchange, investing in the five different sectors after the financial crisis of 2008 from the years 2010-2019 , Mathew Luis L. Marzan, James Ryan A. Sese, and Bryan Michael C. Yap

An analysis of the relationship between financial performance of Microfinance Institutions and the Sustainable Development Goals , Samuel Villacruz, Dallin Torio, Jing-Jing Go, and Carolyn Tan

Theses/Dissertations from 2020 2020

The effect of ASEAN-4 stock market volatility on the Japanese yen as a safe haven asset from 2003 to 2019 , Angela Angie Wu Chen, Kymberlin Rae Chan Cua, and Shiela Camille Chua Lao

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Bridging private equity’s value creation gap

For the past 40 years or so, private equity (PE) buyout managers largely invested capital in an environment of declining interest rates and escalating asset prices. During that period, they were able to rely on financial leverage, enhanced tax and debt structures, and increasing valuations on high-quality assets to generate outsize returns for investors and create value.

Times have changed , however. Since 2020, the cost of debt has increased and liquidity in debt markets is harder to access given current interest rates, asset valuations, and typical bank borrowing standards. Fund performance has suffered as a result: PE buyout entry multiples declined from 11.9 to 11.0 times EBITDA through the first nine months of 2023. 1 2024 Global Private Markets Review , McKinsey, March 2024.

Even as debt markets begin to bounce back, a new macroeconomic reality is setting in—one that requires more than just financial acumen to drive returns. Buyout managers now need to focus on operational value creation strategies for revenue growth, as well as margin expansion to offset compression of multiples and to deliver desired returns to investors.

Based on our years of research and experience working with a range of private-capital firms across the globe, we have identified two key principles to maximize operational value creation.

First, buyout managers should invest with operational value creation at the forefront . This means that in addition to strategic diligence, they should conduct operational diligence for new assets. Their focus should be on developing a rigorous, bespoke, and integrated approach to assessing top-line and operational efficiency. During the underwriting process, managers can also identify actions that could expand and improve EBITDA margins and growth rates during the holding period, identify the costs involved in this transformation, and create rough timelines to track the assets’ performance. And if they acquire the asset, the manager should: 1) clearly establish the value creation objectives before deal signing, 2) emphasize operational and top-line improvements after closing, and 3) pursue continual improvements in ways of working with portfolio companies. Meanwhile, for existing assets, the manager should ensure that the level of oversight and monitoring is closely aligned with the health of each asset.

Second, everyone should understand and have a hand in improving operations . Within the PE firm, the operating group and deal teams should work together to enable and hold portfolio companies accountable for the execution of the value creation plan. This begins with an explicit focus on “linking talent to value”—ensuring leaders with the right combination of skills and experience are in place and empowered to deliver the plan, improve internal processes, and build organizational capabilities.

In our experience, getting these two principles right can significantly improve PE fund performance. Our initial analysis of more than 100 PE funds with vintages after 2020 indicates that general partners that focus on creating value through asset operations achieve a higher internal rate of return—up to two to three percentage points higher, on average—compared with peers.

The case for operational efficiency

The ongoing macroeconomic uncertainty has made it difficult for buyout managers to achieve historical levels of returns in the PE buyout industry using old ways of value creation. 2 Overall, roughly two-thirds of the total return for buyout deals that were entered in 2010 or later, and exited 2021 or before, can be attributed to market multiple expansion and leverage. See 2024 Global Private Markets Review .   And it’s not going to get any easier anytime soon, for two reasons.

Higher-for-longer rates will trigger financing issues

The US Federal Reserve projects that the federal funds rate will remain around 4.5 percent through 2024, then potentially drop to about 3.0 percent by the end of 2026. 3 “Summary of economic projections,” Federal Reserve Board, December 13, 2023.   Yet, even if rates decline by 200 basis points over the next two years, they will still be higher than they were over the past four years when PE buyout deals were underwritten.

This could create issues with recapitalization or floating interest rate resets for a portfolio company’s standing debt. Consider that the average borrower takes a leveraged loan at an interest coverage ratio of about three times EBIDTA (or 3x). 4 The interest coverage ratio is an indicator of a borrower’s ability to service debt, or potential default risk.   With rising interest expenses and additional profitability headwinds, these coverage ratios could quickly fall below 2x and get close to or trip covenant triggers around 1x. In 2023, for example, the average leveraged loan in the healthcare and software industries was already at less than a 2x interest coverage ratio. 5 James Gelfer and Stephanie Rader, “What’s the worst that could happen? Default and recovery rates in private credit,” Goldman Sachs, April 20, 2023.   To avoid a covenant breach, or (if needed) increasing recapitalization capital available without equity paydown, managers will need to rely on operational efficiency to increase EBITDA.

Valuations are mismatched

If interest rates remain high, the most recent vintage of PE assets is likely to face valuation mismatches at exit, or extended hold periods until value can be realized. Moreover, valuation of PE assets has remained high relative to their public-market equivalents, partly a result of the natural lag in how these assets are marked to market. As the CEO of Harvard University’s endowment explained in Harvard’s 2023 annual report, it will likely take more time for private valuations to fully reflect market conditions due to the continued slowdown in exits and financing rounds. 6 Message from the CEO of Harvard Management Company, September 2023.

Adapting PE’s value creation approach

Operational efficiency isn’t a new concept in the PE world. We’ve previously written  about the strategic shift among firms, increasingly notable since 2018, moving from the historical “buy smart and hold” approach to one of “acquire, align on strategy, and improve operating performance.”

However, the role of operations in creating more value is no longer just a source of competitive advantage but a competitive necessity for managers. Let’s take a closer look at the two principles that can create operational efficiency.

Invest with operational value creation at the forefront

PE fund managers can improve the profitability and exit valuations of assets by having operations-related conversations up front.

Assessing new assets. Prior to acquiring an asset, PE managers typically conduct financial and strategic diligence to refine their understanding of a given market and the asset’s position in that market. They should also undertake operational diligence—if they are not already doing so—to develop a holistic view of the asset to inform their value creation agenda.

Operational diligence involves the detailed assessment of an asset’s operations, including identification of opportunities to improve margins or accelerate organic growth. A well-executed operational-diligence process can reveal or confirm which types of initiatives could generate top-line and efficiency-driven value, the estimated cash flow improvements these initiatives could generate, the approximate timing of any cash flow improvements, and the potential costs of such initiatives.

The results of an operational-diligence process can be advantageous in other ways, too. Managers can use the findings to create a compelling value creation plan, or a detailed memo summarizing the near-term improvement opportunities available in the current profit-and-loss statement, as well as potential opportunities for expansion into adjacencies or new markets. After this step is done, they should determine, in collaboration with their operating-group colleagues, whether they have the appropriate leaders in place to successfully implement the value creation plan.

These results can also help managers resolve any potential issues up front, prior to deal signing, which in turn could increase the likelihood of receiving investment committee approval for the acquisition. Managers also can share the diligence findings with co-investors and financiers to help boost their confidence in the investment and the associated value creation thesis.

It is crucial that managers have in-depth familiarity with company operations, since operational diligence is not just an analytical-sizing exercise. If they perform operational diligence well, they can ensure that the full value creation strategy and performance improvement opportunities are embedded in the annual operating plan and the longer-term three- to five-year plan of the portfolio company’s management team.

Assessing existing assets. When it comes to existing assets, a fundamental question for PE managers is how to continue to improve performance throughout the deal life cycle. Particularly in the current macroeconomic and geopolitical environment, where uncertainty reigns, managers should focus more—and more often—on directly monitoring assets and intervening when required. They can complement this monitoring with routine touchpoints with the CEO, CFO, and chief transformation officer (CTO) of individual assets to get updates on critical initiatives driving the value creation plan, along with ensuring their operating group has full access to each portfolio company’s financials. Few PE managers currently provide this level of transparency into their assets’ performance.

To effectively monitor existing assets, managers can use key performance indicators (KPIs) directly linked to the fund’s investment thesis. For instance, if the fund’s investment thesis is centered on the availability of inventory, they may rigorously track forecasts of supply and demand and order volumes. This way, they can identify and address issues with inventory early on. Some managers pull information directly from the enterprise resource planning systems in their portfolio companies to get full visibility into operations. Others have set up specific “transformation management offices” to support performance improvements in key assets and improve transparency on key initiatives.

We’ve seen managers adopt various approaches with assets that are on track to meet return hurdles. They have frequent discussions with the portfolio company’s management team, perform quarterly credit checks on key suppliers and customers to ensure stability of their extended operations, and do a detailed review of the portfolio company’s operations and financial performance two to three years into the hold period. Managers can therefore confirm whether the management team is delivering on their value creation plans and also identify any new opportunities associated with the well-performing assets.

If existing assets are underperforming or distressed, managers’ prompt interventions to improve operations in the near term, and improve revenue over the medium term, can determine whether they should continue to own the asset or reduce their equity position through a bankruptcy proceeding. One manager implemented a cash management program to monitor and improve the cash flow for an underperforming retail asset of a portfolio company. The approach helped the portfolio company overcome a peak cash flow crisis period, avoid tripping liquidity covenants in an asset-backed loan, and get the time needed for the asset’s long-term performance to improve.

Reassess internal operations and governance

In addition to operational improvements, managers should also assess their own operations and consider shifting to an operating model that encourages increased engagement between their team and the portfolio companies. They should cultivate a stable of trusted, experienced executives within the operating group. They should empower these executives to be equal collaborators with the deal team in determining the value available in the asset to be underwritten, developing an appropriate value creation strategy, and overseeing performance of the portfolio company’s management.

Shift to a ‘just right’ operating model for operating partners. The operating model through which buyout managers engage with portfolio companies should be “just right”—that is, aligned with the fund’s overall strategy, how the fund is structured, and who sets the strategic vision for each individual portfolio company.

There are two types of engagement operating models—consultative and directive. When choosing an operating model, firms should align their hiring and internal capabilities to support their operating norms, how they add value to their portfolio companies, and the desired relationship with the management team (exhibit).

Take the example of a traditional buyout manager that acquires good companies with good management teams. In such a case, the portfolio company’s management team is likely to already have a strategic vision for the asset. These managers may therefore choose a more consultative engagement approach (for instance, providing advice and support to the portfolio company for any board-related issues or other challenges).

For value- or operations-focused funds, the manager may have higher ownership in the strategic vision for the asset, so their initial goal should be to develop a management team that can deliver on a specific investment thesis. In this case, the support required by the portfolio company could be less specialized (for example, the manager helps in hiring the right talent for key functional areas), and more integrative, to ensure a successful end-to-end transformation for the asset. As such, a more directive or oversight-focused engagement operating model may be preferred.

Successful execution of these engagement models requires the operating group to have the right talent mix and experience levels. If the manager implements a “generalist” coverage model, for example, where the focus is on monitoring and overseeing portfolio companies, the operating group will need people with the ability (and experience) to support the management in end-to-end transformations. However, a different type of skill set is required if the manager chooses a “specialist” coverage model, where the focus is on providing functional guidance and expertise (leaving transformations to the portfolio company’s management teams). Larger and more mature operating groups frequently use a mix of both talent pools.

Empower the operating group. In the past, many buyout managers did not have operating teams, so they relied on the management teams in the portfolio companies to fully identify and implement the value creation plan while running the asset’s day-to-day operations. Over time, many top PE funds began to establish internal operating groups  to provide strategic direction, coaching, and support to their portfolio companies. The operating groups, however, tended to take a back seat to deal teams, largely because legacy mindsets and governance structures placed responsibility for the performance of an asset on the deal team. In our view, while the deal team needs to remain responsible and accountable for the deal, certain tasks can be delegated to the operating group.

Some managers give their operating group members seats on portfolio company boards, hiring authority for key executives, and even decision-making rights on certain value creation strategies within the portfolio. For optimal performance, these operating groups should have leaders with prior C-suite responsibility or commensurate accountability within the PE fund and experience executing cross-functional mandates and company transformations. Certain funds with a core commitment to portfolio value creation include the leader of the operating group on the investment committee. Less-experienced members of the operating group can have consultative arrangements or peer-to-peer relationships with key portfolio company leaders.

Since the main KPIs for operating teams are financial, it is critical that their leaders understand a buyout asset’s business model, financing, and general market dynamics. The operating group should also be involved in the deal during the diligence phase, and participate in the development of the value creation thesis as well as the underwriting process. Upon deal close, the operating team should be as empowered as the deal team to serve as stewards of the asset and resolve issues concerning company operations.

Some funds also are hiring CTOs  for their portfolio companies to steer them through large transformations. Similar to the CTO in any organization , they help the organization align on a common vision, translate strategy into concrete initiatives for better performance, and create a system of continuous improvement and growth for the employees. However, when deployed by the PE fund, the CTO also often serves as a bridge between the PE fund and the portfolio company and can serve as a plug-and-play executive to fill short-term gaps in the portfolio company management team. In many instances, the CTO is given signatory, and occasionally broader, functional responsibilities. In addition, their personal incentives can be aligned with the fund’s desired outcomes. For example, funds may tie an element of the CTO’s overall compensation to EBITDA improvement or the success of the transformation.

Bring best-of-breed capabilities to portfolio companies. Buyout managers can bring a range of compelling capabilities to their portfolio companies, especially to smaller and midmarket companies and their internal operating teams. Our conversations with industry stakeholders revealed that buyout managers’ skills can be particularly useful in the following three areas:

• Procurement. Portfolio companies can draw on a buyout manager’s long-established procurement processes, team, and negotiating support. For instance, managers often have prenegotiated rates with suppliers or group purchasing arrangements that portfolio companies can leverage to minimize their own procurement costs and reduce third-party spending.
• Executive talent. They can also capitalize on the diverse and robust network of top talent that buyout managers have likely cultivated over time, including homegrown leaders and ones found through executive search firms (both within and outside the PE industry).
• Partners. Similarly, they can work with the buyout manager’s roster of external experts, business partners, suppliers, and advisers to find the best solutions to their emerging business challenges (for instance, gaining access to offshore resources during a carve-out transaction).

Ongoing macroeconomic uncertainty is creating unprecedented times in the PE buyout industry. Managers should use this as an opportunity to redouble their efforts on creating operational improvements in their existing portfolio, as well as new assets. It won’t be easy to adapt and evolve value creation processes and practices, but managers that succeed have an opportunity to close the gap between the current state of value creation and historical returns and outperform their peers.

Jose Luis Blanco is a senior partner in McKinsey’s New York office, where Matthew Maloney is a partner; William Bundy is a partner in the Washington, DC, office; and Jason Phillips is a senior partner in the London office.

The authors wish to thank Louis Dufau and Bill Leigh for their contributions to this article.

This article was edited by Arshiya Khullar, an editor in McKinsey’s Gurugram office.

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