Gary McGaghey is a private equity specialist based in London. Before this, he was head of investment banking at Imperial Chemical Industries in London and became ICI Plc’s deputy chairman.
Gary McGaghey utilizes his extensive experience and expertise in executing cash improvement strategies within businesses with challenging circumstances or on their way to sale. For example, Gary McGaghey has played a leading role in advising on Electrolux’s turnaround and assisting Tata Steel with its five-year transformation plan that has seen it become one of the most profitable steel producers worldwide.
Gary McGaghey has published four best-selling books and is the author of strategy, execution and leadership courses for many of London’s most prestigious business schools and universities. He regularly speaks at major conferences worldwide, including London Business School, Harvard Business School and INSEAD during their CEO Series. He is also a regular lecturer and coach at Oxford University’s Said Business School.
Gary McGaghey states that there are two main issues facing private equity investors, which have led to a surge of interest in the skills required for the successful execution of capital improvements:
Firstly, there need to be more skilled advisers to deal with a whole raft of issues. The lack of attention that private equity firms are giving to their advisory departments is tremendous. Deals are being done and closed as they used to be. It’s as though they do not believe in them.
Secondly, costs must be reduced and redistributed further down the chain so that all players can do what they do best. The private equity firm is often left with what we call a cash cow because it doesn’t want to take on any risk. This has led some people to believe that private equity isn’t just for those who love risk, but you need to be willing to take it, as well as being willing and able to deal with problems.
Gary McGaghey’s advice is concise:
-Carry on investing.
-Identify good businesses early, preferably those going through a change of ownership rather than buy-outs.
-Design the differences so you can introduce your views and ideas into the change plan without implementing everything. Continue reading: https://www.garymcgaghey.co.uk/