Guest Writer

By Gregory Smith, Phil Kim and John Tilton, Sheppard Mullin Over the last five years, private equity (PE) firms have invested in excess of $450 billion in the healthcare industry – more than $250 billion of which can be accounted for in the past two years alone. This influx of capital also happens to coincide […]

Now, more than ever, with general economic turbulence and the disaster in Silicon Valley, investors must work smarter. A new approach – hybrid growth diligence – can help validate the resilience of a company’s business model and its capacity for long-term growth.

With only 5% of mid-market companies backed by private equity firms, it makes sense to consider partnering with a PE investor in these uncertain times to unlock potential.

Federal antitrust enforcers signal enhanced scrutiny of the industry.

The DOJ has expanded its lens to examine investment firms’ board representations on competing companies under Section 8 of the Clayton Act.

As if leading through the pandemic wasn’t enough, new challenges are adding to the pressure on C-suite executives. The final blow? Decreasing access to capital. Executives have had enough and are threatening to leave.

Investors and private equity firms are finding that in the current environment it is essential to take active strategic measures to optimize working capital and free up cash.

As macro factors change, investors and strategies get creative and adapt to the new conditions.

By targeting a steady investment pace and focusing on long-term trends, investors have numerous ways to position their private asset portfolios.

Given the significant investment by PE firms in the physician practice space, ensuring maximum ability to enforce negotiated noncompete provisions is key to protecting your investment.