In private equity, time is money. And in today’s market, where transformation happens fast and exits are often planned from day one, technology is no longer a background function—it’s a high-leverage growth engine. But here’s the thing: that only works when technology leadership is embedded in the value creation process, not bolted on as an afterthought.
That might sound obvious, but in my experience working with executives across PE-backed companies, it’s a shift many firms are still navigating. CIOs and CTOs are being asked to do more than manage infrastructure. They’re expected to drive strategy, accelerate scalability, and influence outcomes that directly impact enterprise value. In other words, they’re being tapped as operating partners in all but name.
I recently came across a piece from Spencer Stuart that hit on this perfectly. It talks about how PE firms are rethinking the role of technology leaders. Instead of tasking them with keeping the lights on, they’re now looking to them for sharp insights during diligence, speed during integration, and efficiency at scale. And that shift? I’ve seen it firsthand.
Let me give you a few real-world resume content examples that speak to what this actually looks like in practice:
- At a PE-backed e-commerce brand, we increased fulfillment capacity by 6.5x—without major capital investment. The key wasn’t just new tech, but aligning systems with smarter process flows and operational priorities.
- In a fintech business prepping for acquisition, we helped increase the company’s valuation by 2.5x in under a year. How? Tech readiness played a huge role—from platform stability to data visibility.
- In another case, after a catastrophic loss of systems and data, we orchestrated a full IT recovery, rebuilt transactions, and restored compliance in time to keep the company on track for a profitable exit.
That last one wasn’t about innovation for innovation’s sake. It was about resilience and urgency—hallmarks of good tech leadership in high-pressure PE environments.
When you’re in the thick of it, leading through change, these wins aren’t flashy. They’re practical. They’re grounded. And they matter.
But here’s the catch: many private equity firms are still in the early stages of formalizing their tech operating functions. They’re starting to realize that they don’t just need CIOs or CTOs at the portfolio level. They need strategic partners who can move across the portfolio, set standards, and lead teams that deliver quickly without breaking things.
That’s where the real opportunity lies—for both firms and tech executives.
If you’re an executive who has built systems, led integrations, and delivered results under pressure, now is a great time to consider how your background might fit in the PE world. The firms that win will be the ones who can pair capital with true operational agility—and tech leadership is a huge part of that.
My advice? Don’t just wait for the perfect job ad. Reach out. Share your story. Talk about the real-world wins, not just the tech stack. Because what these firms need most isn’t a unicorn with every buzzword on the resume. They need people who can lead, adapt, and deliver—and who understand that value isn’t built in the cloud alone.
And if you’re a PE firm building out your operating partner bench? Bring tech to the table early. Embed it in the investment strategy. The sooner technology leadership becomes a core part of your value creation playbook, the faster you’ll scale, stabilize, and succeed.
Technology is no longer a support function. It’s a growth lever. And the leaders who know how to pull it? They’re the ones you want in your corner.
What can you do with this?
- Start framing your impact like an operating partner. Don’t just talk about your tech stack—talk about how you’ve moved the business forward, improved margins, or helped set a company up for a successful exit.
- Speak the language of value creation. If you’re targeting PE-backed roles (or want to), make sure your resume, LinkedIn, and conversations tie your work to growth, scale, or operational wins that matter to investors.
- Don’t wait for the perfect job posting. Reach out to firms. Start conversations. Share a short story about a high-stakes challenge you solved. The best roles often go to the people already in the room when the need arises.