Private Equity US Emerging Managers Summit 2023 - Hosted by Private Equity Wire

This event is aimed at management firms and funds in their early stages of development, raising capital for funds I through III, as well as managers and funds operated by women and leaders from diverse backgrounds.

Our mission is simple: to create a series of conversations that will enable your new firm or fund to be set for growth, success, and security.

Dealing with issues spanning operations, strategy, deal flow, LP-engagement and compliance, Private Equity Wire's gathering is designed to inform and engage decision makers from across the leadership suite.

Inflation, interest rate hikes and recession may define 2023; what do these headwinds mean for emerging managers?
Current strategy and deal trends – where do real value and the opportunity for value creation currently lie?
LP landscape - will different and difficult economic times shift the LP landscape and how will newer managers handle this?
Financing and funding against a background of reluctant banks and rising interest rates
The big are getting bigger – how do smaller and newer managers compete for capital and deals?
Exits and returns – goalposts are moving in terms of exit and valuations. It’s no longer about growth and more about EBITDA – what does this mean for ‘Next Gen’ fund managers and the timing for exits

What does it take to succeed in the current market – in the most competitive market place in history, how do you explain your value add?
The fund-raising environment against a background of rising interest rates and heightened opportunity costs is looking very different than previous years – what route do you need to map to guide your fund to success?
Can tech help with fundraising and onboarding for early-stage managers – what approach should they be pursuing and do platforms help?
Discuss: There is now a wider audience for the fund product of new managers, or is it more challenging to raise capital? How do you message your key benefits and expertise to guarantee success?
Once you have raised capital how do you fight for deals and get the right deployment pace – particularly providing follow-on capital to companies who assumed they could get more but are now struggling
With market conditions challenging, what are the best exit options?

How is the current market affecting LP trends – allocations, the denominator affect and beyond
How are managers structuring funds to suit different investor-types?
What are the alternative ways to raise assets – particularly around technology platforms?
What impact have the new SEC marketing rules had on your ability to reach investors?
Dealing with an increasingly bifurcated industry – how can you compete with larger managers?
Getting through LP ODD process and dealing with consultants – how do you make it onto the radar?
Getting your ‘legals’ straight on current fundraising trends:

As a smaller manager, how can you achieve operational excellence, from a low-cost base. Is this even possible?
Outsourcing, now a strategic imperative for the private markets’ fund back-office – what are the current drivers and trends?
Valuations and compliance outsourcing are currently the most outsourced functions after fund administration – examining the scope, challenges, models and strategies adopted in each
Pushing the boundaries of outsourcing to other higher value activities – where to next? Are you even examining the ‘fraction-lisation’ of once key staff – e.g. CTO…and even the COO/CFO.
What are the benefits risks here? What other areas of your ops could be outsourced?
Extension of outsourcing to front office and operating partners
Promise of technology adoption for private markets funds’ back-office (e.g. cognitive investment data management, standardisation of templates)
Portfolio monitoring – challenges in monitoring
Investor reporting – reporting challenges, automation
Co-sourcing and in-sourcing versus standard outsourcing – co-sourcing approach winning with larger funds, but what does it also mean for smaller players?
Benefits and trade-offs
Decision considerations for co-sourcing versus standard outsourcing
What other areas of your ops could be outsourced? And how to stay connected to remote partners and stakeholders in a ‘hybrid’ world
What disruptors and new developments are we seeing in outsourcing?