Unlocking full potential: Five practices reshaping PE value creation
Unlocking full potential: Five practices reshaping PE value creation
https://www.mckinsey.com/capabilities/transformation/our-insights/unlocking-full-potential-five-practices-reshaping-pe-value-creation?
AD Bhatia is a senior partner in McKinsey’s New Jersey office; Chase Covington, Hassen Ahmed, and Robin Ligon are partners in the New York office; and Jason Phillips is a senior partner in the London office.
The half-life of the initial deal thesis is shrinking. Private equity firms are shifting toward a more adaptive, execution-led model that reshapes value creation during ownership.
Private equity (PE) is accelerating again. In 2025, global deal value rose 19 percent to $2.6 trillion, reaching the second-highest total on record. Global exit value climbed 41 percent to $1.3 trillion.
The industry’s recovery has clarified what has durably changed. Between 2010 and 2022, nearly 60 percent of buyout value came from leverage and multiple expansion. By 2025, valuation multiples hit a record of 11.8 times EBITDA. Operating performance must now carry more of the load.
The pressure already appears in the data. Hold periods are now more than six and a half years on average. Only 19 percent of 2021 acquisitions had been sold by 2025, well below the 30 percent four-year exit rate typical of the prior decade. Buyout distributions fell to 6 percent of assets under management in 2025, down from an average of 16 percent between 2015 and 2019 (Exhibit 1). And the underlying businesses are changing faster during the hold: Gen AI is reshaping cost structures and growth models, while geopolitical fragmentation is altering supply chains and routes to market.
Exhibit 1
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Firms have responded by expanding their value creation efforts. Since 2021, private equity firms have more than doubled the size of their operating groups on average, while expanding specialized capabilities and engaging operating teams earlier in the investment life cycle. In a recent McKinsey survey of 27 PE executives, more than 80 percent reported at least one portfolio company undergoing transformation, and 70 percent said the proportion had increased over the past three to five years.1 But more activity hasn’t necessarily led to faster exits or higher valuations.
Our research shows that leading firms are taking the following actions to streamline execution and capture value more quickly:
- “re-underwriting” value during the hold, not just at entry
- embracing enterprise transformation as the new normal
- investing in dedicated transformation leadership
- mobilizing employees deep in the organization
- building AI into a portfolio-wide value creation engine
When executed together, these five practices can help PE leaders successfully create value in a changed landscape.
Re-underwrite the value during the hold
The assumptions embedded in an investment thesis rarely remain unchanged throughout the holding period. As new information emerges, sponsors reassess the company’s potential and the actions required to realize it. At leading firms, periodic re-underwriting or “rediligence” is now a mechanism for resetting portfolio companies’ ambition every two or three years. These reviews draw on management, deal teams, and operating partners to examine changes in markets, competition, operational performance, and sources of future value.
One PE firm describes its process of revisiting the investment thesis and its value creation targets as “mentally repurchasing” its portfolio companies. The firm credits its adoption of a structured re-underwriting process two years ago as a critical reason that it has since been able to distribute capital equivalent to more than 30 percent of its total fund to limited partners—materially improving its distributed-to-paid-in-capital ratio at a time when slow exits still constrained most peers.
Finding value beyond initial underwriting
This new mindset recognizes that some of the most meaningful opportunities only become apparent after acquisition—sometimes well after. With full access to management, data, and operations, investors can gain a deeper understanding of how the business works and where value can be created.
Typically, the initial due diligence process evaluates a target company’s potential against a minimum hurdle rate of return that the investor wants to achieve. Re-underwriting asks a different question: What becomes possible if we pull every opportunity lever simultaneously, informed by everything we now know? For one automotive distributor, the difference between the two inquiries increased the company’s improvement potential by about 50 percent—from a due diligence estimate of roughly $130 million in EBITDA to more than $200 million on re-underwriting.
A similar pattern can appear at mid-hold. In a software company where growth had slowed, owners revisited the trajectory of the business and identified the underlying drivers for more than $750 million in incremental enterprise value over three years. That reassessment informed a redesigned growth agenda and the creation of a dedicated execution structure to capture the opportunity.
Institutionalize re-underwriting during the hold
Re-underwriting is inherently demanding. It requires time from deal teams and operating partners, attention from management, and a willingness to challenge earlier assumptions. Introducing a structured cadence—reassessing at defined points during the hold—can generate significant pushback from everyone involved.
As a result, many firms do less of it than they may intend: Only about one-third of firms say they follow a disciplined approach to re-underwriting investments during the hold period. Instead, reviews of portfolio company performance remain informal or reactive, triggered by shortfalls rather than conducted systematically and at varying intensities based on an asset’s size and performance. Those firms that do manage to increase frequency find it hard to sustain that cadence across the portfolio.
When firms persist, however, the returns are disproportionate. One PE fund that re-underwrites its portfolio every year—with a particular focus in the first year after investment, at year three, and before exit—has generated more than 20 percent annualized net returns for more than a decade. It attributes a substantial share of that outperformance to the discipline of resetting ambition mid-hold rather than anchoring to the entry case. A European fund provides an even more rigorous model, which has helped it accelerate its exits by about 40 percent while substantially increasing distributions to investors (see sidebar “Applying a future-buyer focus”).
Embrace enterprise transformation as the new normal
The concentration of EBITDA margin improvement in the final year of ownership—roughly six percentage points versus about one percentage point annually in previous years—raises an obvious question: Why does so much portfolio company value still arrive so late?
One reason is that many value creation efforts remain narrowly scoped: Owners often focus first on relatively easy, incremental improvements such as procurement savings, pricing changes, cost reductions, or commercial enhancements. Because they don’t undertake enough broad, transformative value creation efforts early, the largest improvements don’t show up until later in the ownership period. Owners’ early efforts can generate results and may appear simpler to manage than a company-wide transformation. But they can end up focusing everyone’s attention on what’s readily achievable rather than on what could expand the business.
Historically, many sponsors accepted the trade-off, in part because operating resources were limited. But the doubling in size of PE firms’ operating groups since 2021 has given them a reason to pursue a different model.
Leading firms begin with a broader question: What is the full potential of this business? They assess operations, commercial performance, pricing, technology, and organizational effectiveness together, then build an integrated value creation agenda around the opportunities that matter most. The objective is to uncover opportunities that only become visible when leaders examine the business as an integrated system. McKinsey research finds that PE-backed companies pursuing enterprise-wide transformations typically achieve productivity improvements of 8 to 12 percent in the first two years after acquisition.
That broader mandate changes both the scale and timing of value creation. By helping portfolio companies redesign end-to-end processes rather than individual functions, private equity firms are capturing more value more quickly. At the company level, initiatives reinforce one another rather than compete for attention. When pricing, operations, and commercial initiatives move together, improvements appear earlier in the hold period, allowing gains more time to compound. And as AI begins reshaping entire workflows rather than individual tasks, companies can rethink how work moves across the enterprise.
The approach also creates a different challenge. Capturing a larger opportunity requires more coordination, more management attention, and more sustained follow-through than traditional value creation programs.
Invest in full-time transformation leadership
Revisiting and expanding the plan is only part of the challenge. Delivering a company-wide transformation requires more coordination, more management time, and a higher tolerance for disruption. Those add up to a greater leadership burden than the traditional model was designed to support.
As hold periods extend, value creation depends on sustained execution over several years. Execution capacity has not been scaled in the same way. Because operating partners remain a limited resource, they engage most deeply early in the hold. “The opportunity cost of having an operating partner spend all their time at just one portfolio company is simply too high,” one PE executive told us.
Once responsibility shifts to the portfolio company management team, the value-creation agenda often becomes a secondary responsibility for a CEO whose main job is to run the business, with only intermittent support from the sponsor. Indeed, 94 percent of sponsors say portfolio company leadership drives value creation, yet only 8 percent report investing systematically in building that leadership capacity.
Transformation at the scale now required demands sustained focus, coordination across functions, and the ability to adjust priorities as conditions change.
Expand executive bandwidth
This raises a practical question for many firms: how to support a more intensive execution model without adding overhead. Historically, cost concerns crowded out other considerations. Some funds have threaded the needle not by expanding central teams but by placing targeted, time-bound transformation capacity within portfolio companies. The economics are typically self-funding: Faster execution and earlier value capture often pull forward enough value within the first year or two to offset the cost of dedicated leadership.
Most often, the additional executive bandwidth takes the form of a chief transformation officer (CTO) reporting directly to the CEO. CTOs are accountable for the entire value creation program, from defining specific targets to ensuring delivery over time. They sit within the management team, with the authority to coordinate across functions and hold leaders accountable for results.
Their most important role, however, is as a provocative agent of change (see sidebar “What effective chief transformation officers do”). Appointing a CTO can therefore create tension: Portfolio company CEOs may initially see the CTO as a challenge to their authority. When a CEO treats the CTO as a force-multiplying extension of their leadership, execution speed can more than double over a very short period.
The portfolio-company CTO role is gaining traction: More than 60 percent of the private equity firms we surveyed report deploying full-time transformation leaders in at least some portfolio companies (Exhibit 2). Where this model is in place, execution tends to move faster and more consistently. In one case, the introduction of a dedicated transformation leader increased execution speed by a factor of five, reflecting clearer ownership and faster decision-making across initiatives.
Exhibit 2
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Free up portfolio company leaders to lead the business
Transformation programs with dedicated leadership capture a larger share of their potential earlier in the holding period. The highest-performing programs capture roughly three-quarters of their total financial value within the first year, driven by the speed and quality of early execution.
The CTO also changes how the broader leadership team operates. When a CTO is clear about how they will work with portfolio company management, such as the support they will provide and the transparency they need, outcomes are dramatically better. The rest of the management team can focus more on decision-making and prioritization, while execution becomes more consistent across initiatives. The sponsor’s role evolves as well, with greater emphasis on ensuring that the portfolio company has what it needs to deliver the results investors expect.
Mobilize employees deep in the organization
Enterprise-wide transformation cannot be executed by the senior team alone. The initiatives that generate most of a transformation’s value sit several layers below the top team—and that’s where most of these efforts lose momentum. PE firms are placing greater emphasis on the parts of the portfolio company organization where execution occurs. This involves identifying the roles most critical to value creation and aligning talent to those roles early in the hold period. The timing matters. As Sandy Ogg, former operating partner at Blackstone Group, found, portfolio companies that place the right people into critical roles early generate 2.5 times the ROI of peers. The cost of delay can be high. In our survey, half of senior private equity leaders said their biggest talent-related regret was waiting too long to replace underperformers in critical roles.
A critical task for this set of leaders is to engage the rest of the portfolio company organization, particularly in the day-to-day work of the transformation. McKinsey research from 2021 found that when more employees lead the design and execution of specific milestones or initiatives, company performance improves dramatically (Exhibit 3).
Exhibit 3
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Firms can use structured execution models that reach deeper into the portfolio company organization to translate initiatives into specific actions, with clear timelines, outcomes, and reviews to resolve issues early. This combination of broader organizational engagement and more consistent execution can increase both the speed and reliability of delivery while reducing dependence on individual leaders. The same infrastructure can also create greater visibility into performance at the initiative level. Firms can use that transparency to revisit talent decisions more frequently during the holding period rather than relying on traditional annual review cycles.
Build AI into a portfolio-wide value creation engine
AI is starting to change how firms decide where value exists and how often they revisit those decisions during the hold. Private equity leaders now recognize that AI requires speed and boldness across the portfolio.
At the fund level, AI is reducing the time required to reassess value during the hold. Re-underwriting that previously took weeks can now be completed in a matter of days, drawing on large data sets from prior transformations. This allows deal teams to test assumptions more frequently and in greater depth during the hold (see sidebar “Accelerating value creation and re-underwriting”).
Increase portfolio company performance
Within portfolio companies, AI is contributing directly to performance. Its impact is greatest when leaders build AI expectations into the corporate budget: “Otherwise, it remains a science project,” as one leader put it. In some cases, this takes the form of cost improvements, such as automation in customer support or content production. In others, the impact is commercial, with pricing, sales effectiveness, and product development now shaped by data-driven models that improve speed and precision.
These gains are often visible within the holding period, which changes how aggressively firms pursue them. In one portfolio company transformation, AI reduced content production costs by roughly 40 percent while enabling the launch of new products. In another, customer care costs declined by about 15 percent through automation and improved routing.
Scale what works
As AI moves deeper into portfolio company operations, firms face a practical set of decisions: which capabilities belong inside individual companies, which should be coordinated centrally, and how quickly successful applications should spread across the portfolio. Those choices influence how often firms re-underwrite during the hold period—and how quickly they act on what they find.
At the fund level, some firms are building AI directly into investment management. Deal teams use AI tools to reassess company performance more frequently, identify operational patterns across the portfolio, and surface underperforming assets earlier. One of the largest private investors has hired dozens of dedicated data scientists to support portfolio monitoring and cross-portfolio analysis.
Within portfolio companies, firms are taking different approaches to execution. Some leave AI development largely in the hands of management teams, allowing companies to prioritize the use cases most relevant to their operations. Sponsors still maintain visibility into pace and adoption. One large US fund, for example, has begun setting quantified goals for AI deployment and reviewing progress more frequently during the hold period.
Other firms coordinate more of the effort centrally. Shared AI teams provide common tools, vendor access, technical expertise, and support for evaluating proposed use cases. One global fund established an AI center of excellence that assesses ROI, vets vendors, and maintains a common playbook used across portfolio companies.
The broader advantage often comes from shortening the feedback loop between operational performance and investment decisions. Some firms now track initiative performance and value creation across the portfolio at a detailed level, allowing leadership teams to identify where specific AI applications are producing measurable gains and where adoption is lagging behind.
That visibility can shape decisions about where to deploy additional capital, where to increase operating support, and when to revisit the trajectory or timing of an investment during the hold period.
With roughly 16,000 portfolio companies now held for four years or longer, the pressure on private equity firms is no longer confined to a small subset of underperforming assets. More intensive value-creation efforts are required across larger portions of the portfolio at the same time, often over longer holding periods and under less stable market conditions.
That pressure is changing how firms approach ownership. Value creation becomes a repeatable system for expanding ambition throughout the hold period, with re-underwriting uncovering substantially more value than investors and management teams initially believed possible. The most advanced firms set a cadence for re-underwriting that defines a more ambitious view of value early in the hold, executes quickly, and then recommits both at mid-hold and in preparation for exit.
As these practices spread, differences between firms increasingly reflect how consistently they can run this cycle across the portfolio. The result is a longer, more iterative model of ownership, in which value creation continues well beyond the original investment thesis.
How longevity, AI and intentional community are redefining luxury hospitality
https://hotelsmag.com/news/how-longevity-ai-and-intentional-community-are-redefining-luxury-hospitality/
Janis Clapoff is a wellness, longevity and luxury hospitality strategist based in Los Angeles, Calif. With over 40 years of experience in luxury hospitality, she advises properties and organizations on the integration of wellness and longevity programming into the luxury guest experience.
The most forward-thinking luxury properties are no longer selling rooms. They are selling years—years of energy, clarity and purpose. Wellness has stopped being an amenity. It has become the whole point.
Something fundamental is changing in luxury hospitality. The guest who once arrived with a carry-on and a craving for a perfect meal now shows up wearing a continuous glucose monitor, following a sleep protocol on their phone and with a longevity doctor on speed dial. This guest doesn’t want to be pampered in the old-fashioned sense. They want to be truly seen—as a whole person—and served at that level.
The global wellness economy now tops $5.6 trillion, and longevity science—once the exclusive territory of research labs—has moved firmly into everyday life. Blue Zone travel, NAD+ IV drips, hyperbaric chambers, VO2 max testing: these are no longer novelties. For a growing, loyal, and influential group of travelers, these are baseline expectations. The most pressing question for luxury hospitality is no longer whether to embrace wellness and longevity—it’s how deeply, how authentically and how intelligently to do it.
From Perk to Philosophy
For decades, wellness in hospitality was measured in square footage—the size of the spa, the number of treatment rooms, the length of the menu. Properties competed on how much they offered without asking whether any of it actually worked. A Turkish hammam sat alongside a Balinese massage alongside a juice cleanse, and guests were left to navigate a marketplace of techniques with no guiding idea behind it.
That era is ending. The most progressive luxury properties are building a clear point of view about what it means to be well—one rooted in science, culture, and real human connection. Six Senses has led the way with its Sleep program, its Longevity Clinics and its commitment to tracking actual health outcomes. Canyon Ranch has long called itself a health resort, not just a resort—a subtle but meaningful difference that puts each guest’s wellbeing at the center of every decision. These are not exceptions. They are the leading edge of an industry-wide rethink.
Wellness, properly understood, is not a menu of treatments. It is a full commitment to human flourishing—physical health, mental clarity, emotional resilience, social connection and a sense of meaning and purpose. Properties that grasp this are building experiences where every detail—the lighting in the bedroom, the breakfast menu, the morning movement session—is working toward the same goal.
The Longevity Frontier
Longevity is the defining idea of health culture right now. The things that most affect how long and how well we live—sleep quality, heart health, metabolic flexibility, inflammation, social connection and a sense of safety and meaning—are not abstract. They can be measured, optimized, and meaningfully improved within a single hotel stay.
The most forward-thinking properties are building longevity programs that begin before check-in. Pre-arrival health assessments, biological age testing, gut health analysis and detailed conversations about a guest’s goals allow a property to welcome someone not as a room number but as a unique individual with specific needs. The stay itself becomes a thoughtfully designed experience: a carefully sequenced combination of nutrition, movement, recovery, stress management and social time built to deliver real, measurable benefit.
What comes after checkout is the next frontier. A guest’s relationship with their health doesn’t stop when they leave. The properties that will lead this decade are those that understand this— that stay connected, track outcomes, and maintain the relationship rather than handing over a spa credit and wishing the guest well. Longevity is a lifelong commitment, and the hospitality brands that genuinely become part of that commitment will earn loyalty that goes far beyond a return reservation.
Intelligence by Design
Personalization has been the promise of luxury hospitality since the first concierge memorized a returning guest’s preferred newspaper. Artificial intelligence is the fulfillment of that promise at a scale and depth that simply wasn’t possible before. The difference between a concierge who remembers your newspaper and an AI system that understands your sleep patterns, your energy rhythms, your dietary sensitivities, your history with the property and your health goals is not just a difference in degree. It is a difference in kind.
The best properties are using AI not to replace the human touch but to deepen it. When a wellness director walks into a conversation already fully briefed—not just on preferences, but on how a guest’s health has progressed, what they responded to last time and what they’re hoping to achieve this visit—the interaction is transformed. That is high-touch hospitality, made possible by smart technology working quietly in the background.
The ethical side of this deserves equal attention. Health data is deeply personal—biometrics, mental health disclosures, family history. Handling it well requires a genuine commitment to privacy, transparency, and letting guests own their own information. Properties that earn trust in this area will build relationships of unusual depth and durability. Those who treat data as a resource to be mined rather than a gift to be honored will find that trust can vanish almost instantly.
The Mind-Body Connection
The science of how our mental and emotional states affect our physical health has made one thing unmistakably clear: the mind and body are not separate systems. Chronic stress, unresolved grief, loneliness and loss of meaning are not just uncomfortable emotional experiences—they have real, measurable consequences for immune function, heart health, hormonal balance, and even how quickly we age at a cellular level.
Luxury wellness properties at the forefront are designing experiences that honor this reality without apology. Proactive mental and emotional support—not as a response to crisis but as a normal part of living well—is being woven into the standard guest experience. Breathwork, somatic practices, time in nature, contemplative traditions, and meaningful conversations about identity and purpose are taking their place alongside the infrared sauna and the cold plunge. A guest who leaves having had a genuine insight or a moment of real clarity has received something of lasting value—and something genuinely rare.
Community as a Health Essential
The most perceptive operators in luxury hospitality have recognized genuine human connection as both a responsibility and an opportunity. Guests don’t just want beautiful spaces. They want to belong to something. They want to travel alongside people who share their values, their curiosity, and their commitment to living well. The careful curation of like-minded communities—through membership models, shared programming, alumni networks and spaces designed for real connection—is emerging as one of the most powerful differentiators in the luxury space.
Properties like CIVANA, Amangiri, and a new generation of longevity-focused destination resorts are investing in what might be called a social infrastructure: structured chances for meaningful connection, group experiences designed to build real intimacy, and community platforms that keep the sense of belonging alive long after a guest has gone home. The result isn’t just repeat visits. It’s a relationship with the brand that feels personal.
The Thoughtful Property
The luxury hospitality properties that will define this decade share one quality: they take it seriously. Not seriously in a stiff or clinical way—but in the philosophical sense. They have genuinely asked themselves what it means for a human being to truly flourish, and they have organized their entire operation around serving that flourishing at every touchpoint.
This is a higher calling than great service — though it absolutely requires great service. It asks hospitality professionals to understand longevity science well enough to design programs that actually work. It asks them to use AI thoughtfully, in service of human connection rather than as a substitute for it. It asks them to hold space for the emotional and relational dimensions of health with the same confidence they bring to the physical. And it asks them to build communities of belonging that outlast any single stay.
None of this is simple. All of it is worth it. And for the properties and professionals who rise to it, the reward isn’t just commercial success — it’s the rare privilege of having genuinely contributed to the health and happiness of the people who trusted them with their most precious resource: time.
These Common Travel Scams Are Exploding — Here’s How the FTC Says to Avoid Them
https://www.fodors.com/world/north-america/usa/experiences/news/ftc-warns-travelers-about-vacation-scams-how-to-avoid-fraud-this-summer
The FTC is warning travelers about a rise in vacation scams, including fake travel websites, bogus toll texts, and fraudulent charter flights.
The Federal Trade Commission has warned consumers about scams targeting travel buyers as many Americans search for and purchase their summer vacations online. The FTC reports American consumers lost some $12.5 billion to all varieties of fraud in 2024.
Avoiding Online Scams
The FTC has specifically warned about an increase in paid ads from scammers posing as well-known travel companies. When consumers do a web search for a well-known travel company, similar websites run by scammers show up in paid ads that top search results, often above the search results themselves. The FTC warns consumers to either type in the website of the company they’re searching for, if they know it, or to pay close attention to the site they’re directed to when they do a web search.
These are called Imposter Scams, and the FTC operates a separate site with details on how to identify and avoid them.
Scammers can also respond to complaints posted on social media platforms such as X (formerly Twitter), Facebook, and Instagram. Scammers will often pose as representatives from the company the complaint is about, attempting to get confirmation numbers and other pertinent details from frustrated travelers. It’s worth noting that many travel companies have stopped handling consumer complaints on social media channels. If in doubt, travelers should lodge complaints with travel companies via their official websites.
Avoiding Road Trip Scams
Another common text scam is to contact auto travelers claiming they have unpaid tolls. Travelers may not be aware of toll collection schemes while traveling, particularly if they’re outside their home state. These phishing scams are typically attempts to harvest credit card numbers.
Travelers should be sure to research the toll agencies separately rather than clicking a link in an unexpected text. The best option is to contact toll agencies via their official website or customer service number to check for unpaid tolls.
Avoiding Air Travel Scams
Other scams involve fraudulent travel agencies selling charter flights that don’t exist. These flights can be harder to verify because they don’t show up in regular airline schedules, but legitimate public charters are registered with the Department of Transportation and maintained in an online database. The DOT also requires that tour operators collecting funds for public charters must hold the collected funds in escrow until the flight is completed, to ensure cash is available to provide refunds in the event flights don’t operate.
Scam Red Flags
Many scammers request payment via methods that are difficult to trace and impossible to dispute, such as wire transfers, cryptocurrency, and gift cards. Operators that only accept payment via payment apps are also suspect.
The FTC also points out that deal terms that aren’t fully disclosed or seem too good to be true are often scams. Legitimate operators will allow travelers the chance to read the full terms and conditions of a sale prior to providing payment, and will typically accept credit cards or debit cards, which have dispute processes available if providers are ultimately unable to deliver the end product.
Another recommendation is to check online reviews for the travel company or do a search with the Better Business Bureau. Travel companies without reviews, positive or negative, on third-party sites, or with little online presence, are also likely to be scammers. Finally, travelers should check pricing for comparable products at other companies in similar fields. Many travel scammers lure victims with the promise of deeply discounted travel products or other too-good-to-be-true promises.
The FTC has published a more comprehensive (but not exhaustive) list of travel scams on its website. Travelers who suspect they have been victimized by a scammer can report scams to the FTC or their state attorney general.
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