The Technology Talent Market: “High-Growth Private Equity PortCo CIO” Edition

Morgan Breschi, Heller executive recruiter and talent expert, explains why CIOs who can grow a private-equity-backed business through integration and M&A are so valuable in today’s marketplace, how to attract and identify the best candidates, and how job-seekers can find success.

The Role: Technology has become one of the most important growth levers in a private-equity-backed company, expanding from a "stop the bleeding" cost focus to driving up the valuation of the business. For many private equity (PE) portfolio companies, the tech platform must become more than operational; whether it is a customer-facing platform, a new commercial product, or part of an M&A playbook for fast growth, technology can make or break a company’s exit strategy.  Technology has become a major attention point for potential buyers.

Being a CIO of a PE-owned business is not for the faint of heart. In addition to the CEO, board, and business partners, these IT execs have a whole array of PE partners deeply invested in their work. This can provide a unique set of challenges, but also tremendous opportunity. Once a CIO has delivered on a PE value creation plan that leads to a meaningful exit, that CIO will be a known entity in the PE community, which can be a ticket to increasingly impactful CIO roles, and for many, board service. 

Why they are in demand: Private equity has historically unleashed value through consolidation. Funds would buy multiple companies, put those companies together, and then sell the larger company at a profit. The model was buy low, consolidate, and sell high. If those companies were not well integrated, that was an issue for the next owner.

But today, private equity can’t get the same returns by just putting a few companies together. Today, value comes only from true transformation, so PE firms are looking for CIOs who can transform an entire company, not department by department. From HVAC to fleet management to medical device to insurance, PE is keying in on fragmented markets ripe for consolidation, where technology is critical for growth.

The real challenge: most of these businesses have grown through acquisitions without consolidating the technology. They've got a patchwork of systems from all the mom-and-pops they've bought, which are often still using paper, pen, and phone. The CIO's job is to get everyone onto a unified platform so the business can scale.

What they do for their companies: The PE CIO improves EBITDA, fast. Through ERP consolidation, infrastructure cost out, rapid M&A, transitional service agreements (TSA), carve-outs, and team build, these executives drive down tech complexity and cost, while driving up investment in analytics, AI strategy, digital capabilities, and customer engagement.  The CIO has cybersecurity responsibility as well, which is increasingly important for potential buyers. Also: PE CIOs are often part of the road show to present the business to prospective buyers. They are a key voice in articulating how technology drives the value of the business.

With a future landscape that’s never certain, especially today with AI, the PE CIO ensures tech is part of the future growth potential of the business, as much as the present value. They install a flexible tech stack that not only grows the business today but allows future owners to benefit from those decisions.  

How to spot them: The strongest candidates always tie technology back to business value. During our interview, when I ask them about a ServiceTitan CRM implementation for home contractors, for example, they don’t just geek out about the tech—they explain the business pain point they solved and the results they delivered. This value mindset is non-negotiable.

With an exit looming, PortCo CIOs cannot wait three months to evaluate the team and start recruiting, nor do extensive analysis on the tech stack before making plans. The ability to build fast in a chaotic environment is high on this role’s requirements. PE businesses are often carved out of other businesses, so while getting off a TSA is a priority, so is setting up a process for fast M&A. A key skill is creating a road map for “tuck-ins”—the rapid integration of people, process, and technology into the acquiring business. This M&A platform will be part of the value proposition for a new buyer.

Communication skills are always critical in a CIO role, but in private equity, less is more. The bias for action in PE rewards CIOs who get straight to the point, use data for support, and contextualize their work in business value.

What they want: The right candidates love a growth opportunity; the prospect of building fast, being a part of a team all focused on the value creation plan, and then enjoying the financial rewards of a successful exit.  They are not after big budgets, because they know they need to run lean. What they want is to be involved in the critical decisions of the business, rather than having IT be an afterthought.  

In compensation, they value skin in the game, which often means equity awards or a long-term incentive plan that is relative to their impact on the valuation of the business at exit. They also want location flexibility. These candidates travel constantly anyway, and making a role hybrid versus requiring relocation can be the difference between a fast executive search or a slow one. 

What the boss should know: When you interview a high-growth PE CIO, listen for how they tie technology initiatives to business value. Every answer should include specific data and results. Key areas to probe: How have you built lean, efficient teams? Walk me through your M&A integration experience. Tell me about consolidating technology across acquisitions. Listen for their ability to leverage their network.  If they run into a tricky cyber problem, for example, they should know exactly the right expert to call.  

Be wary of candidates who cannot be concise, who take too long to make those tough team decisions, and have only worked with big IT budgets at large companies. 

You know you've landed a keeper when: In the first few months, they have embedded themselves in the business. In field services, that means ride-alongs with technicians, understanding business processes from the ground up, and building relationships at all levels. In medical device, it’s visiting production sites to see how people are working.  But the ultimate PE CIO evaluation lens is the value creation plan – agreed upon by the entire leadership team. Your CIO should be crushing that plan. 

Morgan's Pro Tips for PE PortCo CIO candidates:  Do your research—and then do more of it. Asking intelligent questions about the business and its direction puts you miles ahead of other candidates, and this feedback comes up constantly from hiring managers. Don’t just list the technology initiatives you led on your resume; show the measurable impact they had on the business. These searches move fast, so be responsive and transparent throughout. If timing won’t work with your current PE situation, let me, your recruiter, know sooner rather than later. Equity discussions can get complicated, and surprises don’t help anyone.

Morgan: Why do you love this work? The transformation stories I see in this space are what keep me so engaged in this work. For example, I worked with a CIO at a roofing company that is tracking storm patterns to predict where hail damage will create sales opportunities. These companies go from literal paper and pen to sophisticated analytics that completely change their business model. It’s not just automating tasks—it’s creating entirely new revenue streams. A roofing company becomes an analytics business. That level of transformation is fascinating to watch.