THE 2019 PREQIN PRIVATE CAPITAL COMPENSATION AND ... · Compensation and Employment Review, which...

THE 2019 PREQIN PRIVATE CAPITALCOMPENSATION AND EMPLOYMENT REVIEWA C O M P R E H E N S I V E G U I D E T O I N D U S T R Y C O M P E N S A T I O N P R A C T I C E S

T H E 2 0 1 9 P R E Q I N P R I V A T E C A P I T A L C O M P E N S A T I O N A N D E M P L O Y M E N T R E V I E W – S A M P L E P A G E S

© P r e q i n L t d . / w w w . p r e q i n . c o m

1. EXECUTIVE SUMMARY

Preqin has partnered with FPL Associates to produce The 2019 Preqin Private Capital Compensation and Employment Review, which presents the

most up-to-date data and trends on compensation and employment in the private capital industry.

We conducted an in-depth survey of 106 leading private capital firms across private equity, private debt, real estate, infrastructure and natural resources markets to gain a better understanding of current compensation practices and remuneration levels. The collected data was used to compile meaningful statistics covering a wide range of positions at these firms, from junior-level professionals to senior executives. This book looks at base salary, total annual cash compensation, long-term incentive award, promote/carried interest award and total remuneration, and separates this data out by firm size, geographic market and fund type where possible. The data and analysis contained in this book encompass the major private capital strategies – including buyout, growth, venture capital, mezzanine, real estate, natural resources and infrastructure.

Another key feature of this publication is the information on employment within the private capital industry worldwide. Preqin’s databases cover a wide range of asset classes, which allows us to provide meaningful estimates on levels of employment by primary firm strategy and firm size across both direct funds and funds of funds.

PARTICIPATING FIRMSWe are extremely grateful to all the firms that participated in this important study, the demographics of which are broken down in Figs. 1.1-1.2 by type and location. Participants of varying sizes are involved in a range of strategies, with the largest proportions managing real estate (47%) and growth (36%) funds. The vast majority (79%) of firms have offices in the US, reflective of the concentration of private capital employees in the region.

PRIVATE CAPITAL FUNDRAISING PAR FOR THE COURSE The private capital industry has witnessed year-on-year increases in both the number of funds closed and aggregate capital raised in recent years (Fig. 1.3). 2017 saw a slight dip in this trajectory: although aggregate capital raised continued to

Fig. 1.1: Fund Types in Which Participating Firms Are Involved

27%

36%

16%

6%11%

8%

47%

7%3%

6%2%

Buyo

ut

Grow

th

Vent

ure C

apita

l

Distr

esse

d/Sp

ecial

Situ

ation

s

Mez

zanin

e

Priva

te De

bt

Real

Estat

e

Infra

struc

ture

Natu

ral R

esou

rces

Fund

of Fu

nds

Othe

r

Fig. 1.2: Geographic Regions in Which Participating Firms Have Office Locations

79%

21% 18%12%

US Europe Asia-Pacific Other

7


increase, the number of funds closed was down to 2,410 from 2,679 in 2016. 2018 recorded even fewer funds closed (1,733), but the aggregate capital raised ($757bn) from these funds, although lower, is still substantial and highlights the continued strength of the industry.

NUMBER OF ACTIVE FIRMS GROWS OVER TIMEFig. 1.4 displays the number of active private capital firms over time, broken down by the number of new firms launched each year versus active existing firms. These figures were calculated using the vintage year of their first fund to represent the year a firm was established; firms that have not raised a fund within the past 10 years are considered inactive.

Preqin estimates that there are currently an estimated 250,000 people worldwide working in the private capital industry. The overall picture for the number of active firms over time shows a clear growth trend, which is indicative of positive developments in the private capital industry as a whole. However, the rate of growth has not been constant: from 2008 onwards, the year-on-year increases in the number of firms have somewhat slowed compared to pre-GFC years.

The number of firms in the industry has started to pick up again over the past few years – notably, 895 new firms entered the market in 2017, representing over 10,000

active firms currently in the market. This is indicative of the global demand and the opportunities for employment and staff in private capital.

For more information about the size of the private capital industry – assets under management (AUM), capital called and distributed and the evolution of the industry – including the number of active firms by primary strategy and location over the years, please see Chapter 5.

EMPLOYMENT AND COMPENSATION ON AN INDIVIDUAL LEVEL The operating economics, which vary according to AUM and location, also impact the remuneration available to individuals at each firm. For example, a Chief Executive Officer at a large firm (with AUM of $1bn or more) has a total remuneration package almost 3x the average total remuneration package of an individual in the same position at a smaller firm (AUM of less than $150mn). Similarly, a Chief Executive Officer at a firm headquartered in the US makes on average approximately $749,584 more in total annual remuneration than its counterpart in Europe.

Chapter 9 details benchmark compensation figures for different positions at participating firms; the tables include figures for base salary, total annual cash compensation, long-term incentive/carried interest awarded and

Fig. 1.4: Number of Active Private Capital Firms over Time (By Vintage of First Fund Raised)

0

2,000

4,000

6,000

8,000

10,000

1980

1982

1984

1986

1988

1990

1992

1994

1996

1998

2000

2002

2004

2006

2008

2010

2012

2014

2016

2018

Existing New

Fig. 1.3: Annual Global Private Capital Fundraising, 2000 - 2018

883731 674 611

9321,205

1,4281,650 1,654

1,1371,377

1,659 1,7331,943

2,222

2,636 2,6792,410

1,733

239 174 134 106 221 364544 685 713

326 327 397 458 596 690 738 812 925757

0

500

1,000

1,500

2,000

2,500

3,000

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

No. of Funds Closed Aggregate Capital Raised ($bn)

Year of Final Close

8



total remuneration data for 81 different deal-making positions across all levels of seniority, as well as senior executive, administrative/corporate positions and positions specific to real estate management and transactions. Where possible, the information is broken down by AUM, geographic market and fund type. Figures are provided for the 25th percentile, median, average and 75th percentile benchmarks in each case, and a minimum of five responses are required to generate a data point.

COMPENSATION ON A FIRM LEVELIn addition to compensation data on an individual level, The 2019 Preqin Private Capital Compensation and Employment Review contains analysis of participating firms’ compensation practices on a firm level.

The majority (61%) of participating firms reported that they added to the staff headcount within their company over 2017, while the smallest proportion (9%) made reductions during the year (Fig. 1.5).

Firms in the study were asked about the level or function that is in highest demand from a hiring and retention standpoint (Fig. 1.6); the majority (72%) of firms identified their investments team (deal team) as the most in demand, with one respondent stating that working within this team requires a “specialized skillset that is hard to find,” and another commenting

that “very few finance professionals have the true entrepreneurial skills needed to assess the opportunities effectively.” Despite this sentiment, one respondent claims that this area “has experienced the highest growth rate within our organization over the past 12 months.”

Thirteen percent of surveyed firms identified functions in corporate operations (i.e. Accounting, HR, IT and Legal) as being in the greatest demand in terms of a hiring/retention standpoint, due to the resources required to scale up a company and grow its departments. One participant recognized that “there is great demand on retention of corporate operations, as those positions have less incentive (carry) and long-term career growth, as well as typical market job-hopping.”

FEEDBACK We hope that this publication helps to provide an understanding of the levels of employment and remuneration standards across the industry and, as ever, we welcome any feedback you may have. If you would like to participate in next year’s compensation survey, which will entitle you to a free copy of next year’s Review as well an exclusive spreadsheet containing all up-to-date data included in the book, please email [email protected]

Fig. 1.5: Changes to Company Staff Numbers in 2017 by Headcount

61%

30%

9%

Added to Headcount

Flat Headcount (No Net Additions or Reductions)

Reduced Headcount

Fig. 1.6: Level or Function that Is in the Greatest Demand from a Hiring/Retention Standpoint at Participating Firms

72%

13%

6%5% 3%

1%Investments (Deal Team)

Corporate Operations (i.e. Accounting, HR, IT, Legal)

Executive Management

Portfolio Operations (Operating Partners)

Investor Relations – Capital Raising

Investor Relations – Reporting/Marketing/Support

9


THE 2019 PREQIN PRIVATE CAPITAL COMPENSATION AND EMPLOYMENT REVIEW

7

1 . E X E C U T I V E S U M M A R Y 9

2 . K E Y C O M P E N S A T I O N A N D E M P L O Y M E N T S T A T S 13

3 . D A T A S O U R C E S A N D C O N T R I B U T O R S 15

4 . G E T T I N G P A R T N E R C O M P E N S A T I O N R I G H T – F P L A S S O C I A T E S 17

5 . S I Z E A N D E V O L U T I O N O F T H E I N D U S T R Y 19

6 . C U R R E N T E M P L O Y M E N T 21

7 . G E N E R A L C O M P A N Y A N D F I N A N C I A L I N F O R M A T I O N O F P A R T I C I P A T I N G F I R M S

23

8 . C O M P E N S A T I O N P R A C T I C E S A T P A R T I C I P A T I N G F I R M S 29

9 . I N D I V I D U A L C O M P E N S A T I O N B Y P O S I T I O N 41

E X E C U T I V E M A N A G E M E N TC H I E F E X E C U T I V E O F F I C E R 44

C H I E F O P E R A T I N G O F F I C E R 46

C H I E F F I N A N C I A L O F F I C E R 48

C H I E F I N V E S T M E N T O F F I C E R 50

I N V E S T M E N T S ( D E A L T E A M )M A N A G I N G D I R E C T O R / P A R T N E R 52

D I R E C T O R / P R I N C I P A L 54

V I C E P R E S I D E N T 56

S E N I O R A S S O C I A T E 58

A S S O C I A T E 60

A N A L Y S T 62

P O R T F O L I O O P E R A T I O N S ( O P E R A T I N G P A R T N E R S )

M A N A G I N G D I R E C T O R / P A R T N E R 64

D I R E C T O R / P R I N C I P A L 66

V I C E P R E S I D E N T 68

A S S O C I A T E 70

I N V E S T O R R E L A T I O N S – C A P I T A L R A I S I N GH E A D O F I N V E S T O R R E L A T I O N S / C A P I T A L R A I S I N G 72

S E N I O R - L E V E L I N V E S T O R R E L A T I O N S & C A P I T A L R A I S I N G P R O F E S S I O N A L 74

M I D - L E V E L I N V E S T O R R E L A T I O N S & C A P I T A L R A I S I N G P R O F E S S I O N A L 76

J U N I O R - L E V E L I N V E S T O R R E L A T I O N S & C A P I T A L R A I S I N G P R O F E S S I O N A L 78

I N V E S T O R R E L A T I O N S – R E P O R T I N G / M A R K E T I N G / S U P P O R TH E A D O F I N V E S T O R R E P O R T I N G 80

S E N I O R - L E V E L I N V E S T O R R E P O R T I N G P R O F E S S I O N A L 82

M I D - L E V E L I N V E S T O R R E P O R T I N G P R O F E S S I O N A L 84

J U N I O R - L E V E L I N V E S T O R R E P O R T I N G P R O F E S S I O N A L 86

R E A L E S T A T E – A S S E T M A N A G E M E N T

H E A D O F A S S E T M A N A G E M E N T 88

S E N I O R - L E V E L A S S E T M A N A G E M E N T P R O F E S S I O N A L 90

M I D - L E V E L A S S E T M A N A G E M E N T P R O F E S S I O N A L 92

A S S O C I A T E – A S S E T M A N A G E M E N T 94

A N A L Y S T – A S S E T M A N A G E M E N T 96

R E A L E S T A T E – D E V E L O P M E N TH E A D O F D E V E L O P M E N T 98

S E N I O R - L E V E L D E V E L O P M E N T P R O F E S S I O N A L 100

M I D - L E V E L D E V E L O P M E N T P R O F E S S I O N A L 102

J U N I O R - L E V E L D E V E L O P M E N T P R O F E S S I O N A L 104

R E A L E S T A T E – P O R T F O L I O M A N A G E M E N TH E A D O F P O R T F O L I O M A N A G E M E N T ( A L L P R O D U C T L I N E S ) 106

H E A D O F P O R T F O L I O M A N A G E M E N T ( S I N G L E P R O D U C T / B U S I N E S S L I N E ) 108

S E N I O R - L E V E L P O R T F O L I O M A N A G E M E N T P R O F E S S I O N A L 110

M I D - L E V E L P O R T F O L I O M A N A G E M E N T P R O F E S S I O N A L 112

A S S O C I A T E – P O R T F O L I O M A N A G E M E N T 114

A N A L Y S T – P O R T F O L I O M A N A G E M E N T 116


© P r e q i n L t d . / w w w . p r e q i n . c o m8

R E A L E S T A T E – T R A N S A C T I O N SH E A D O F R E A L E S T A T E T R A N S A C T I O N S 118

S E N I O R - L E V E L R E A L E S T A T E T R A N S A C T I O N S P R O F E S S I O N A L 120

M I D - L E V E L R E A L E S T A T E T R A N S A C T I O N S P R O F E S S I O N A L 122

A S S O C I A T E – R E A L E S T A T E T R A N S A C T I O N S 124

A N A L Y S T – R E A L E S T A T E T R A N S A C T I O N S 126

C O R P O R A T E O P E R A T I O N SH E A D O F R E S E A R C H 128

S E N I O R - L E V E L R E S E A R C H P R O F E S S I O N A L 130

M I D - L E V E L R E S E A R C H P R O F E S S I O N A L 132

A S S O C I A T E – R E S E A R C H 134

H E A D O F C A P I T A L M A R K E T S 136

S E N I O R - L E V E L C A P I T A L M A R K E T S P R O F E S S I O N A L 138

M I D - L E V E L C A P I T A L M A R K E T S P R O F E S S I O N A L 140

C O N T R O L L E R 142

C O R P O R A T E T R E A S U R E R 144

T R E A S U R Y M A N A G E R 146

T R E A S U R Y A C C O U N T A N T 148

S E N I O R C O R P O R A T E T A X E X E C U T I V E 150

T A X M A N A G E R 152

T A X P R O F E S S I O N A L 154

C O R P O R A T E A C C O U N T I N G M A N A G E R 156

A C C O U N T S R E C E I V A B L E / A C C O U N T S P A Y A B L E S U P E R V I S O R 158

A C C O U N T S R E C E I V A B L E / A C C O U N T S P A Y A B L E P R O F E S S I O N A L 160

S E N I O R A C C O U N T A N T 162

S T A F F A C C O U N T A N T 164

D I R E C T O R O F F I N A N C I A L R E P O R T I N G 166

H E A D O F P O R T F O L I O / F U N D A C C O U N T I N G 168

P O R T F O L I O / F U N D C O N T R O L L E R 170

P O R T F O L I O / F U N D A C C O U N T I N G M A N A G E R 172

S T A F F A C C O U N T A N T – P O R T F O L I O / F U N D 174

H E A D O F N E W B U S I N E S S I N I T I A T I V E S / P R O D U C T D E V E L O P M E N T 176

C H I E F C O M P L I A N C E O F F I C E R 178

C O M P L I A N C E M A N A G E R 180

E X E C U T I V E A S S I S T A N T 182

A D M I N I S T R A T I V E A S S I S T A N T 184

A D M I N I S T R A T I V E M A N A G E R / O F F I C E M A N A G E R 186

C H I E F H U M A N R E S O U R C E S O F F I C E R 188

H E A D O F H U M A N R E S O U R C E S 190

H U M A N R E S O U R C E S M A N A G E R 192

H U M A N R E S O U R C E S G E N E R A L I S T 194

H U M A N R E S O U R C E S A N A L Y S T / C O - O R D I N A T O R 196

R E C R U I T M E N T P R O F E S S I O N A L 198

G E N E R A L C O U N S E L 200

A S S O C I A T E – G E N E R A L C O U N S E L 202

P A R A L E G A L 204

H E A D O F M I S / I T 206

M I S / I T M A N A G E R 208

D I R E C T O R O F N E T W O R K & D A T A C E N T E R S E R V I C E S 210

V P O F A P P L I C A T I O N D E V E L O P M E N T 212

S Y S T E M S D I R E C T O R 214

S Y S T E M S A D M I N I S T R A T O R 216

T E C H N I C A L S E R V I C E & S U P P O R T D I R E C T O R 218

T E C H N I C A L S U P P O R T S P E C I A L I S T 220

H E L P D E S K P R O F E S S I O N A L 222

H E A D O F R I S K M A N A G E M E N T 224

S E N I O R - L E V E L R I S K M A N A G E M E N T P R O F E S S I O N A L 226

1 0 . F I G U R E I N D E X 229


2. KEY COMPENSATION AND EMPLOYMENT STATS

$5.82tnTotal private capital

assets under management (as at June 2018)

10,000+Number of participating

firms active in private capital globally

250,000Total estimated employees

in private capital

$959bnAmount of capital

distributed to private capital investors in 2017

$757bnAggregate capital raisedby private capital funds

in 2018

61%of participating firms

added to the staff headcount in 2017

75%of participating firms expect the size of their workforce to increase in 2018-2019

83%of participating firms increased firm-wide base salary between

2017 and 2018

71%of participating firms project an increase in firm-wide base

salary between 2018 and 2019

72%of participating firms say that

investment (deal team) employees are in greatest demand

90%GP’s average allocation of carried interest to investment (deal team)

employees at buyout firms

11%A median of 11% of total executive

management employees at participating firms are female

+58%The difference between total

remuneration of a CEO based in the US vs. Europe

68%of participating firms’ most recent funds are US focused

CEOs at real estate-focused firms have

the highest average remuneration of all private capital strategies

U. S . A

10



5. SIZE AND EVOLUTION OF THE INDUSTRYPRIVATE CAPITAL ACHIEVES RECORD $5.8tn IN AUMAs of June 2018, global private capital AUM stands at a record $5.82tn (Fig. 5.1), partly due to unprecedented levels of fundraising.

Preqin’s Future of Alternatives report in June 2018 predicted that the private capital industry would reach $9.3tn by 2023. This points towards a wealth of job opportunities on the horizon and, due to the need for an increasingly talented workforce, employment opportunities will continue to arise within private capital. Through analysis of Preqin’s data, we can examine the importance of the industry in terms of employment and job creation.

RECORD LEVELS OF PRIVATE CAPITAL FUNDRAISINGFrom 2010 to 2017, private capital fundraising generally experienced year-on-year increases in terms of both the number of funds closed and aggregate capital raised, and a record $925bn was secured in 2017 (Fig. 5.2). However, a slowdown was observed in 2018: both the amount of capital raised ($757bn) and the number of funds closed (1,733) were down

from 2017, despite the fact that private capital AUM is at an all-time high. CAPITAL CALLS AND DISTRIBUTIONSThe growth of the industry can also be attributed to the healthy performance of private capital funds. Distributions fell significantly between 2007 and 2009, but have since been on an positive trajectory. In recent years, GPs have made sizeable distributions back to LPs: $959bn was distributed in 2017, following on from a record $977bn distributed in 2016 (Fig. 5.3). Meanwhile, annual capital called and unrealized value have reached record highs of $895bn and $3.44tn respectively.

GROWTH IN NUMBER OF ACTIVE FIRMS OVER TIMEFig. 5.4 shows the number of private capital firms over time, broken down by the number of new firms launched each year and the number of active existing firms. These figures were calculated by using the vintage year of their first fund to represent the year a firm was established; firms that have not raised a fund within the past 10 years are considered inactive.The number of active private capital firms over time has consistently grown, reflective

Fig. 5.1: Private Capital Assets under Management, 2000 - 2018*

0

1,000

2,000

3,000

4,000

5,000

6,000

Dec-0

0

Dec-0

1

Dec-0

2

Dec-0

3

Dec-0

4

Dec-0

5

Dec-0

6

Dec-0

7

Dec-0

8

Dec-0

9

Dec-1

0

Dec-1

1

Dec-1

2

Dec-1

3

Dec-1

4

Dec-1

5

Dec-1

6

Dec-1

7

Jun-1

8

Unrealized Value ($bn) Dry Powder ($bn)

Fig. 5.2: Annual Global Private Capital Fundraising, 2000 - 2018

883731 674 611

9321,205

1,4281,650 1,654

1,1371,377

1,659 1,7331,943

2,222

2,636 2,6792,410

1,733

239 174 134 106 221 364544 685 713

326 327 397 458 596 690 738 812 925757

0

500

1,000

1,500

2,000

2,500

3,000

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

No. of Funds Closed Aggregate Capital Raised ($bn)

Year of Final Close

700 736 750 851 9411,212

1,6682,231 2,252 2,449

2,7483,020 3,265

3,772 3,908

5,827

5,216

4,5424,217

Asse

ts un

der M

anag

emen

t ($b

n)

14

* Direct lending is excluded prior to 2006.


8. COMPENSATION PRACTICES AT PARTICIPATING FIRMS

This chapter analyzes the latest trends in base salaries and incentives in the private capital industry, and details how companies structure specific

elements of their remuneration.

BASE SALARYAmong firms that participated in the study, a significant 83% saw an increase in their firm-wide base salary over the past year (Fig. 8.1). This is an increase from 78% of participants in the 2017 survey noting an increase, reflecting the momentum that private capital built after a year of strong fundraising. Three percent of participating firms recorded an increase of more than 20% in their firm-wide base salary, and only 4% of participating firms reported a decrease. The majority (71%) of participating firms predict firm-wide base salaries to increase further in the year ahead – good news for those working within the private capital industry (Fig. 8.2). The largest proportion (59%) of firms predict an increase of 0.1-10% in firm-wide base salary, while only 1% of participating firms project an increase of more than 20%

Only 2% of participating firms foresee a decrease in their firm-wide base salary in the coming year, and 27% of firms expect no change in basic compensation. This is a significantly larger proportion than the 13% that reported no change in the firm-wide base salary between 2017 and 2018.

Fig. 8.3 shows the changes in the firm-wide base salary of participating firms between 2017 and 2018 by the employee’s position within the organization. Junior-level professionals recorded the largest proportion (69%) of increases in their base-level salary, while those in an executive management position were relatively evenly split between an increase in salary (47%) and no change (48%). Those at executive management level also saw the largest proportion (5%) of decreases in their salary compared with all other positions, and no mid-level professionals reported a decrease in base salary over the period.

PROMOTIONAL INCREASESParticipants were also asked about promotional increases in the survey, the size of which is dependent on various external factors such as market volatility and fund performance. High volatility

Fig. 8.1: Firm-Wide Changes in Base Salary at Participating Firms between 2017 and 2018

4%

13%

3%

69%

8%3%

Decrease No Change Increase(Did Not State %)

0.1-10%Increase

11-20%Increase

More than 20%Increase

Fig. 8.2: Projected Firm-Wide Changes in Base Salary at Participating Firms between 2018 and 2019

2%

27%

2%

59%

9%1%

Decrease No Change Increase(Did Not State %)

0.1-10%Increase

11-20%Increase

More than 20%Increase

Change in Firm-Wide Base Salary

Change in Firm-Wide Base Salary

23



TYPICAL YEARS OF EXPERIENCE TYPICALLY REPORTS TO ALTERNATIVE TITLE(S) TYPICAL EDUCATION

20+ Board(s) Chairman, Managing General Partner Advanced

Responsible for directing the overall business activities of the company. Establishes short- and long-term company objectives and policies, and leads new business development initiatives. Focuses on the profitability of the firm and defines organizational framework used to operate the business to ensure there are enough resources available to execute the business strategy.

May also be the/a founder of the company.

CHIEF EXECUTIVE OFFICER E X E C U T I V E M A N A G E M E N T

RESPONSES BASE SALARY TOTAL ANNUAL CASH COMPENSATION

No. ofCompanies

25th

PercentileMedian Average

75th

Percentile25th

PercentileMedian Average 75th

Percentile

Aggregate

ASSE

TS U

NDER

M

ANAG

EMEN

T Under $150mn

$150mn - $399.9mn

$400mn - $1bn

Over $1bn

GEOG

RAPH

ICM

ARKE

T

Asia-Pacific

Europe

US

Other

FUND

TYP

E

Leveraged Buyout (LBO)

Growth Capital/Equity

Venture Capital

Mezzanine

Real Estate

Infrastructure

JOB DESCRIPTION DEGREE OF MATCHAverage TARGET ANNUAL INCENTIVE (% OF BASE SALARY) –

CALENDAR/FISCAL YEAR 2018

25th


75th

Percentile

D ATA R E M OV E D F O R S A M P L E

39


RESPONSES LONG-TERM INCENTIVE AWARD + PROMOTE/CARRIED INTEREST AWARD TOTAL REMUNERATION

No. ofEquity Receivers

25th


75th

Percentile25th

PercentileMedian Average 75th

Percentile

Aggregate

ASSE

TS U

NDER

M

ANAG

EMEN

T Under $150mn

$150mn - $399.9mn

$400mn - $1bn

Over $1bn

GEOG

RAPH

ICM

ARKE

T

Asia-Pacific

Europe

US

Other

FUND

TYP

E

Leveraged Buyout (LBO)

Growth Capital/Equity

Venture Capital

Mezzanine

Real Estate

Infrastructure

CHIEF EXECUTIVE OFFICER

NUMBER OF DIRECT REPORTS GENDER NUMBER OF FUNDS CURRENTLY PARTICIPATING IN AVERAGE PROMOTE ALLOCATION – MOST RECENT FUND(S)

AverageAverage

MaleAverage Female

Average % of GP’s Share

E X E C U T I V E M A N A G E M E N T

D ATA R E M OV E D F O R S A M P L E

40

The 2019 Preqin Private Capital Compensation and Employment Review is the industry’s most comprehensive guide, detailing employment practices and compensation packages for over 90 private capital firms. It includes compensation data for more than 92 positions, 20 of which are real estate specific. Our latest edition of the Review, produced in collaboration with leading compensation specialist FPL Associates, encompasses fund types including buyout, growth, venture capital, distressed debt, mezzanine, private debt, real estate, infrastructure and natural resources, and features the latest trends and statistics from private capital firms around the world.


PAYMENT DETAILS: SHIPPING DETAILS:

Cheque enclosed (cheque payable to ‘Preqin’) Name: ____________________________________ Telephone: ____________________________________

Charge my: Visa Firm:____________________________________

Email:____________________________________

Mastercard Job Title:____________________________________

Amex Address:____________________________________

Please invoice me ____________________________________

Currency: USD GBP EUR____________________________________

Card Number:____________________________________

City:____________________________________

Name on Card:____________________________________

State:____________________________________

Expiration Date:____________________________________

Post/Zip:____________________________________

Security Code:____________________________________

Country:____________________________________

Please send completed order forms via post to Preqin:

NEW YORKOne Grand Central Place60 E 42nd StreetSuite 630New YorkNY 10165

Tel: +1 212 350 0100Fax: +1 440 445 9595

LONDON3rd FloorVintners’ Place68 Upper Thames StreetLondonEC4V 3BJ

Tel: +44 (0)20 3207 0200Fax: +44 (0)870 330 589

SINGAPOREOne Finlayson Green#11-02Singapore049246

Tel: +65 6305 2200Fax: +65 6491 5365

SAN FRANCISCOOne Embarcadero CenterSuite 2850San FranciscoCA 94111

Tel: +1 415 316 0580 Fax: +1 440 445 9595

HONG KONGRoom 1509, The Center99 Queen’s RoadCentral, Hong Kong

Tel: +852 3892 0200

MANILAPascor DriveSto. NiñoParanaque CityMetro Manila 1700Philippines

GUANGZHOU22F, Shun Tak Business Centre246 Zhongshan Road 4Guangzhou - 510000

American Express,four-digit code printed on the front of the card.

Visa and Mastercard, last three digits printed on the signature strip.


Includes: 1 Hard Copy and 1 Digital Single Licence* (No Download)

For an individual reader

$1,495 + $40 Shipping**

£1,140 + £10 Shipping**

€1,315 + €25 Shipping**

Additional packages, including 1 hard copy and 1 digital single licence (no download), are priced

at $1,495/£1,140/€1,315.

I would like to purchase additional packages.Number of additional packages:

_______________


- TEAM

Includes: 3 Hard Copies and 3 Digital Single Licences* (With Download and Print Enabled)

For a team or small group of colleagues

$4,485

£3,420

€3,945


- ENTERPRISE

Firm-wide access for larger organizations

Please contact us for discounted pricepackages, including digital* firm-wide access

and multiple hard copies.

Email: [email protected]

Where applicable, VAT/sales tax is charged at the standard rate.*Digital access through Preqin’s free Insights online service. A member of our team will contact you to obtain the list of users.**Shipping costs will not exceed a maximum of $60/£15/€37 per order when all shipped to same address. If shipped to multiple addresses then full postage rates apply for additional copies.

www.preqin.com/compensation

DATA PACK

$300 £230 €250

The Data Pack contains all underlying data for charts and graphs contained in the publication. It is only available alongside purchase of the publication.

THE 2019 PREQIN PRIVATE CAPITAL COMPENSATION AND ... · Compensation and Employment Review, which...

Documents

Transcript of THE 2019 PREQIN PRIVATE CAPITAL COMPENSATION AND ... · Compensation and Employment Review, which...