Six Trends Driving Private Capital Hiring
September 28, 2026 – Executive hiring across private capital is becoming more complex as firms rethink the leadership capabilities needed to compete in a changing investment environment. Search mandates are broadening beyond traditional dealmaking backgrounds as firms place greater value on operating expertise, technology fluency, capital formation, and experience navigating more difficult market cycles.
For executive search firms serving private equity, private credit, and other alternative investment platforms, that shift is changing both the profiles clients want and the talent pools they are willing to consider. As investment strategies evolve and firms build capabilities in areas such as secondaries, AI, private wealth, and portfolio operations, leadership recruitment is increasingly tied to how well organizations position themselves for their next phase of growth.
Private capital has spent the last decade hiring for one skill above all others: the ability to do deals, according to a recent report from Maven Partnership’s Charlie Steel. “That still matters, but the type of deal-doing that gets rewarded is changing fast,” the report explained. “Capital is moving into products and asset classes many firms have never had to staff before. The firms that adapt their hiring to this new reality will be the ones best placed to win the next cycle.”
Maven Partnership offers six trends Mr. Steel expects to shape that hiring over the next few years.
1. Cash Returns Matter More than Paper Gains.
Investors have made their preference clear that they want distributions, not projections, the Maven Partnership report noted. “That shift is pushing firms to build out their secondaries capabilities and sharper investor relations functions,” it said. “The goal is both to generate liquidity and to explain it credibly to investors who have heard enough about the unrealized value on the horizon. Expect continued demand for secondaries specialists with a demonstrable track record. Similarly, the role of investor relations leaders is becoming more technical, with a need to talk fluently about the mechanics of returning capital, not just reporting it.”
2. Operational Improvement has Replaced Financial Engineering.
“Leverage and multiple expansion are no longer doing the heavy lifting,” the Maven Partnership report said. “Growth must come from the portfolio companies themselves. That means firms need a deeper bench of operators and commercial leaders working alongside the dealmakers, not simply a rotating cast of advisors brought in post-close. The firms winning today are building this capability structurally, on a fund level, rather than treating it as an outsourced function.”
3. AI Moves In-House.
Funds are increasingly building their own AI capability rather than relying on external vendors, according to the Maven Partnership report. “They are applying it across sourcing, diligence and portfolio monitoring,” the study said. “As that capability absorbs more of the workload traditionally done by junior deal teams, it will start to change what firms look for at entry level too. The technical, data-literate hire is no longer a nice-to-have alongside the investment team. For a growing number of firms, it is both integral and integrated with it.”
4. The Rise of the T-Shaped Team.
“Geopolitical uncertainties, higher rates environment and most dramatically, the rapid advances made by AI in professional services industries calls investors to have a broadened and refined skillset,” Mr. Steel shared. “Some funds envisage having a T-shaped organizational structure going forward, with commoditized, administrative junior work being absorbed by AI, the litmus test on more junior hires will be whether they can be a partner of the future (not just an execution resource).”
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5. Private Wealth is Becoming its Own Hiring Driver.
“Evergreen structures are now drawing capital from private wealth as well as institutions, and that shift is creating a type of hire most firms have never needed before: people who understand distribution, product design and fund operations for a semi-liquid, retail-adjacent product,” Mr. Steel continued. “It’s worth being clear about what this isn’t. It’s not a scaled-down version of a traditional institutional IR hire; it calls for a different skillset altogether, one that sits closer to asset management distribution than to traditional placement. Firms that treat this as a minor add-on risk being out-hired by managers who move on it first.”
6. Private Credit Meets its First Real Cycle.
Private credit has grown up during a relatively benign period, according to Mr. Steel. “As write-downs start to creep in, the emphasis is shifting,” he said. “Origination matters less, active management of the existing book matters more. Firms are placing real value on people who have worked through a downturn before. That experience has been in short supply during the asset class’s growth years. It is about to become one of the more sought-after skill sets in the market.”
What this Means for Talent Strategy
“None of these trends sit neatly within a single hiring plan built around deal-doers,” the report concluded. “They point to a broader talent base: distribution specialists, secondaries specialists, operating partners, data and AI talent, and credit workout experience. Firms that build this bench now, ahead of the need, will be the ones setting the pace next cycle.”
Formerly known as Maven Search, Maven Partnership works across board and leadership, global banking & markets, investment management, technology, applied AI & data, private capital, and energy transition & sustainable investing. “We are purpose-built for partners who expect the exceptional,” the firm said.
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Contributed by Scott A. Scanlon, Editor-in-Chief and Dale M. Zupsansky, Executive Editor – Hunt Scanlon Media
