Onefinnet Resources

Tag: Private Equity

  • How to Build an Investor Mindset For Finance Career

    How to Build an Investor Mindset For Finance Career

    In a private equity interview, the deal discussion is where careers are made or broken. According to Kaushik Ravi, mastering this portion of the process requires more than a rehearsed story, it demands an investor’s mindset.

    Kaushik encouraged candidates to treat the deal discussion like a mini-investment committee pitch. That means coming to the table with detailed knowledge, clear thinking, and an opinion. What makes this deal interesting? Where are the risks? What would you have done differently?

    From Context to Capital Structure: Building the Narrative

    He broke the process into several layers. First is context: understanding the company’s market position, the industry dynamics, and the growth trajectory. Candidates should be able to say, “This was a market leader in an industry growing 8–10% annually,” and explain why that matters.

    Then come the numbers. What were the revenue and EBITDA figures, or what did the capital structure look like? What kind of multiple was paid? Kaushik doesn’t expect candidates to remember every decimal, but they should show command over approximate figures. Interviewers want to see that candidates weren’t just bystanders; they understood the mechanics of the deal.

    He emphasized the need for fluency in deal mechanics. Candidates should be comfortable with valuation techniques and be ready to explain why they used DCF, LBO, or precedent comps. They must be able to defend how they arrived at a valuation range and what IRR was expected.

    Beyond the Numbers: Strategic Thinking and Judgment

    What sets strong candidates apart is their ability to think like investors. Beyond modeling, Kaushik stressed the importance of strategic levers. Why was the deal compelling? Were there cost-cutting opportunities? Geographic expansion? A cross-sell potential? Candidates should be able to speak to these dynamics with authority.

    Kaushik also addressed candidates from non-traditional backgrounds like real estate or commodities. He advised them to be ready to speak about companies in core sectors like fintech or healthcare. Even if they hadn’t worked on such deals, they could pick a company, study its revenue model, and articulate what made the business interesting.

    Regarding confidentiality, he reassured candidates that anonymising details was fine. The key is structured thinking, showing clarity of thought, and a compelling rationale matters more than the actual company name.

    The Final Question: Would You Do the Deal?

    Every deal discussion should end with a moment of judgment. Kaushik emphasized the importance of answering one simple but powerful question: “Would you do the deal?”

    This question ties everything together: numbers, strategy, risk, and conviction. A candidate who says yes must explain the investment thesis and exit strategy. A candidate who says no must articulate the risks that tipped the balance.

    Ultimately, Kaushik underscored that the investor mindset is not about having the “right” answer, but a well-reasoned answer. This shows maturity, critical thinking, and readiness to operate on the buy-side.

    A Blueprint for Private Equity Interviews — and Beyond

    Kaushik’s framework is more than just an interview prep guide, it’s a way of thinking. It rewards structured reasoning, demands clarity, and insists on ownership. For candidates aspiring to break into private equity, this isn’t just preparation, it’s practice for the real job.

  • How to Break Into Private Equity and Grow in Finance Career

    How to Break Into Private Equity and Grow in Finance Career

    Private equity remains one of the most competitive and sought-after sectors in finance. For professionals transitioning from consulting, investment banking, or operational roles, understanding how to break into private equity and grow in finance career can be challenging, yet highly rewarding. In a recent session led by Kaushik Ravi, CEO of Onefinnet and a seasoned private equity leader, he offered a candid, experience-driven breakdown of what actually moves the needle when trying to land a role in the PE space. 

    Networking Is the Real Starting Point 

    Kaushik made one thing abundantly clear: networking isn’t just important, it’s essential. As he explained, most private equity roles aren’t advertised. Firms rely heavily on trusted referrals and existing relationships to identify talent. He emphasised that regardless of a candidate’s modelling skills or credentials, networking is the point “where it starts and stops.” 

    What distinguishes successful candidates is not just volume of outreach, but the strategy behind it. Kaushik advised mapping out 50 to 100 people within the PE ecosystem. These should include alumni, industry colleagues, and professionals from similar backgrounds. The goal, he stressed, is not to ask for a job outright but to spark meaningful conversations, share perspectives, and begin building familiarity. 

    By approaching networking as an ongoing, structured effort, not a last-minute scramble, candidates create awareness and credibility. They become the first person that comes to mind when an opportunity emerges. 

    Crafting a Clear and Relevant Story

    According to Kaushik, one of the most overlooked but critical parts of the PE preparation journey is crafting a compelling personal narrative. Candidates must be able to explain their transition clearly, why they’re moving into private equity, how their background fits the fund’s investment thesis, and what they uniquely bring to the table. 

    He urged professionals not to shy away from their own story. Consultants might want to spotlight their deep industry knowledge. Bankers could emphasise their strength in executing deals. Operators should focus on the value-creation strategies they’ve directly driven.

    He encouraged candidates to pick two or three past projects or transactions they’ve been involved in and ask themselves: if this were a private equity deal, how would I have evaluated it? What would have made it a good investment? What risks would I have flagged? These exercises not only help refine one’s story but also demonstrate a true investor mindset. 

    Focus Matters, But Don’t Be Too Narrow 

    Another recurring theme in Kaushik’s session was the importance of thematic focus, without falling into the trap of over-specialisation. He warned against aiming too narrowly. For example, if a candidate only wants to work on lithium mining deals in the U.S., and there are only two such funds in the country, they’ve drastically limited their own chances. 

    Instead, Kaushik suggested broadening one’s aperture without losing depth. He encouraged candidates to position their industry expertise (such as healthcare or energy) within larger adjacent themes. This gives hiring firms clarity on what the candidate can do while leaving room for flexibility. 

    He shared that a candidate with healthcare M&A experience doesn’t need to claim deep knowledge across the entire ecosystem. But they could credibly say they’ve evaluated multiple verticals such as outpatient care, pharma distribution, or hospital operations—and are excited to go deeper in that direction. 

    Behavioural Interviews: The 70% That Candidates Often Underprepare For 

    One of the more eye-opening insights from the session was just how heavily behavioral questions weigh in the interview process. Kaushik emphasized that even at the VP level, behavioral fit often accounts for 60–70% of the hiring decision. 

    Why? Because modeling and technical skills can be taught. What matters more is how someone thinks, communicates, and collaborates. 

    He outlined four foundational questions every candidate should be ready to answer with clarity: 

    • Why private equity? 
    • Why now? 
    • Why this fund? 
    • What value do you bring? 

    The answers must go beyond surface-level interest. They should link the candidate’s background to the fund’s investment philosophy and demonstrate readiness, not aspiration, to operate as a full-time investor. 

    He also warned against underselling oneself. Many candidates, he noted, spend too much time explaining what they haven’t done instead of owning what they have. For example, instead of focusing on a lack of sourcing experience, a candidate should highlight their deal execution capabilities, capital markets understanding, or operational exposure. 

    Fit, Leadership, and Cultural Alignment

    Fit, Kaushik explained, is not a “soft” quality. It’s about how someone functions inside a team, how they handle ambiguity, how they lead and collaborate. For more senior hires, this includes managing junior professionals, maintaining relationships, and possibly building a sourcing funnel. 

    Firms will evaluate how candidates have handled team dynamics in the past, how they’ve led projects, and whether they can navigate high-pressure situations with grace. Kaushik reminded the group that many funds require 6 to 12 rounds of interviews. By the end, everyone on the team must feel comfortable bringing the candidate into the fold. 

    Deal Experience Must Be Deep and Actionable 

    When it comes to discussing deal experience, Kaushik advised candidates to avoid vague overviews. Instead, they should pick one or two transactions where they had clear responsibilities and can go deep, very deep. 

    That includes being able to speak to: 

    • The company’s business model 
    • Investment thesis 
    • Diligence insights 
    • Risks and mitigations 
    • Outcome of the deal 
    • Specific role played by the candidate 

    Even if a deal didn’t close, what matters is the learning, the approach, and the thinking process. Firms are looking for investor judgment, not just transaction history. 

    Final Words 

    Kaushik closed his session with a powerful reminder: getting into private equity isn’t about credentials, it’s about clarity, communication, and conviction. 

    Successful candidates aren’t always the ones with the most impressive resumes. They’re the ones who build strong relationships, present their story with credibility, and demonstrate they’re ready to operate at the level the fund requires. 

    Private equity hiring is relationship-driven, story-driven, and insight-driven. Those who approach the process with discipline and authenticity are the ones who break through.