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Our latest thinking on the issues that matter most to private equity deal making.
Creating an effective Management Incentive Plan (MIP) requires close scrutiny across a range of aspects and workflows. This can be a time-consuming and admin-intensive process and can prove costly.
A high-performance corporate culture is hard to define. However, most people will instantly recognise it when they experience it.
The way in which personal data of individual investors in investment programmes is currently collected and stored is messy. This makes it virtually impossible for private equity firms, their portfolio companies and advisers to comply with their obligations under GDPR.
I broached the topic of manual errors that creep in when you rely on old ways of working and it got me thinking that the subject merits some further exploration.
I used to work on the investment side of a private equity manager and I remember a situation when one of the partners told a group of junior and mid-level professionals that they should spend at least half their time on sourcing new deals.
A fair few years ago, before Uber et al had made even lawyers speak about disruption, the new thing which was supposed to “revolutionise” the way lawyers work was “Legal Design”.
Yes, there are jurisdiction-specific exceptions, and yes, it is more complicated and there are nuances… but, generally speaking, and subject to the same exceptions and nuances, this is how signatures work legally.
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