The CHRO’s Role in Private Equity: Driving Value at Speed and Scale

Across industries, the CHRO is the steward of culture, the architect of talent strategy, and a trusted advisor to the CEO. The work is complex, often transformational, and deeply human. The same holds true when you step into a private equity-backed portfolio company, however the rhythm and pace change. There’s no long runway. The business has been bought with a plan, and the CHRO is expected to assess leadership, reshape teams, and deliver results quickly.

Drawing on conversations with about 20 practitioners in portfolio companies across Europe—each bringing diverse backgrounds and experiences across the entire lifecycle of PE ownership—this article explores what makes CHROs successful in a private equity context. Their insights highlight not only the challenges of the role, but the opportunity it presents: to be a true architect of value creation in one of the most dynamic business environments today.

Private equity firms have long focused on financial engineering, operational efficiency, and commercial optimization as primary levers for value creation. But as these levers become increasingly saturated, and less sufficient, especially as exit timelines lengthen and average deal sizes grow, attention is turning to the People function. HR is now seen as the “last frontier” of value creation—a domain where untapped potential can be unlocked through strategic leadership, talent orchestration, and cultural transformation. 

This recognition is not uniform across all funds. Some private equity firms still view HR through a narrow lens, focusing primarily on labor cost management and compliance. Others are beginning to invest more strategically in the function, hiring HR experts on fund level to support HR leaders in the portfolio companies.

According to one talent partner at a fund, 

The CHRO role in a portfolio company is fundamentally different because the business has been acquired with a specific plan—and that plan has a clock on it.

There is no long runway for consensus-building or incremental change. The expectation is immediate impact. That impact often focuses on growth and capability-building early in the ownership cycle—investing in leadership, talent, and culture to make the business better. Toward the exit, the focus may shift toward efficiency and cost discipline. The CHRO must be able to navigate both ends of this spectrum, aligning people strategy with the evolving priorities of the investment thesis. 

This context demands a different kind of HR leader. The successful portfolio CHRO is often not defined by their level of HR experience or prior private equity experience, but by intrinsic motivation, business fluency and ability to affect impact, combined with the ability to operate under pressure. These leaders are deeply commercial, capable of translating business strategy into people strategy, and comfortable making tough decisions at speed.  

Another CHRO of a German portfolio company in software development describes the duality of the role as being both “guardian of the business” and “guardian of the people.” She adds, “In my whole career, I am always talking business first and then stepping back to consider what it means for people… In private equity… it’s always a business discussion first.”

Across recent CHRO placements in portfolio companies, a consistent set of traits has emerged among those who succeed in the role. These leaders typically have strong financial acumen, with a clear understanding of P&L dynamics, cash conversion cycles, and the financial architecture of the business. As another CHRO of a financial services company emphasizes: “You need to think in [financial logic] and management frameworks. You must understand P&L, cash conversion, and how the financial business model works.” 

They are also data-driven, using KPIs and metrics not just for reporting, but as tools for decision-making and accountability. As one former Chief People Officer and Managing Director of a internet portfolio company notes “HR must be able to track the effectiveness of initiatives through KPIs and metrics,” especially when labor costs are a central lever in the value creation plan. 

These CHROs are highly adaptive, able to pivot quickly in response to changing priorities, and resilient in the face of ambiguity and conflict. As a seasoned talent partner at a mid-market PE fund explains, “Value creation happens in our HR area, but more in the realm of senior positions, such as supporting CEO transitions or general C-level transitions.” She adds, “You need to know how to scale, but also be very hands-on.” 

One of the defining characteristics of successful portfolio CHROs is their ability to operate as true strategic partners to the CEO and CFO. In many cases, they are involved in shaping the value creation plan itself, identifying leadership gaps, designing organizational structures, and aligning talent strategies with business objectives. 

As one VP of Global HR and Communications at a portfolio company puts it succinctly: “Talent and HR are as important as product portfolio offerings and financial optimizations.” Another Head of HR at a technology and services company reinforces this view, stating that HR must be “the driving force behind transformation projects,” not just an enabler.

The portfolio CHRO operates in a constant state of tension. On one hand, they are expected to be the “empathetic ear” of the organization—the steward of culture, the advocate for employees, the guardian of morale. On the other hand, they must enforce cost discipline, manage headcount, and prepare the company for exit. These dual responsibilities often conflict, and the CHRO must navigate them with care. 

As one portfolio company CHRO observes: “When tensions arise between private equity, the board, the management team, and the CEO, HR manages these complex relationships and guides effective collaboration.”  

As the company approaches an exit, the pressure intensifies. HR’s role is to “develop and execute the value creation plan,” which means that operational excellence becomes one key focus—ensuring the company is on track for growth and eventual exit. “Demonstrating the sustainability of HR initiatives is key to maximizing valuation.”

The CHRO’s influence extends across the entire private equity deal cycle. During due diligence, HR leaders, especially those on the fund-level, are increasingly involved in assessing the quality of management, the maturity of the HR function, and the risks associated with organizational culture and talent. Funds mostly work with external support to “assess the state of management and their current HR function.” However, those with sophisticated and established Portfolio Talent functions get involved as well, emphasizing the importance of forensic referencing and understanding leadership capabilities before the ink is dry. 

Post-close, they are responsible for executing the people components of the value creation plan—often under intense time pressure. As the company matures, the CHRO must shift focus from stabilization to acceleration, building scalable systems, developing leadership pipelines, and embedding a performance-driven culture. And as the exit approaches, they must ensure that all HR operations are running smoothly, that key roles are filled, and that the organization is positioned for a successful transition.

While we mostly focus on describing portfolio CHROs, it is worth noting that fund-level HR roles are also evolving. Most funds maintain a clear separation between internal HR and portfolio support, based on the different nature of the roles. While both tend to come with heaps of experience, fund-level HR often stem from financial or professional services backgrounds and understand how to work with investors and establish fit-for-purpose structures, those focused on the portfolio talent usually bring broader experiences honed within a business, within search and leadership or strategy consulting. Their aim is to help bridge “the hard and the soft,” all with the aim to deliver value at speed.

Private equity is not for everyone. It is a high-pressure, high-stakes environment that demands speed, precision, and resilience. For HR leaders who are accustomed to long planning cycles, consensus-driven decision-making, or incremental change, the transition can be jarring. 

As one serial PE Portfolio CHRO cautions, “it’s not for those seeking social contribution,” although he acknowledges that alignment is possible depending on the business and approach. Still, for those who are business-minded, adaptable, and impact-driven, private equity offers a unique and rewarding challenge as in many ways they feel they have more freedom to act and affect real change for the business and the people in it.

The most successful portfolio CHROs are not defined by their resumes, but by their mindset. One key advice we heard from one successful CHRO was: “Talk to your CEO in advance, share your intentions, and be candid and honest with the private equity team. This approach will build personal credibility for the CHRO, helping navigate difficult situations.” 

The CHRO in a private equity-backed company is no longer a support function. They are a strategic partner, a transformation leader, and a critical driver of value creation. As private equity continues to evolve, the demand for this kind of HR leadership will only grow. 

For those who are ready to step up, the opportunity is immense. But it is not for the faint of heart. It requires courage, clarity, and conviction. And for those who possess these qualities, it may just be the most rewarding role of their career.