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Private equity investment and exits both hit record highs in Asia last year, despite an abundance of capital entering the
asset class, which has driven up competition and valuations. For leading managers at the top end of the market, staying
ahead means increasing product offerings, widening team skillsets, innovative deal sourcing, driving value creation, utilizing
technology in portfolio management, and carefully considering exit options. Our panel will share their tips for achieving
Global tax and regulatory developments are forcing private equity firms to look more closely at their choice of fund domicile.
Even though many choose to remain in the Cayman Islands, they are reviewing governance and operational protocols for fear
of doing more than is permitted in a particular jurisdiction and triggering anti-avoidance mechanisms. It is just one of various
threats to conventional thinking on setting up funds. Our experts assess the options for GPs.
Technology is redefining industry boundaries and business models, at times playing havoc with investment theses and value
creation strategies. As part of their due diligence and portfolio monitoring, private equity firms must develop capabilities to
assess the potential for disruption in different industries and devise appropriate responses. In this session a diverse group
of industry experts share their views on how private equity firms should address the threats and opportunities presented by
Doing business in Asia can be a complex process and GPs need strong due diligence systems in place to support investment
decisions. In addition to sourcing accurate financial information, operating practices and the people tasked with executing
them must be scrutinized. Companies have arguably never been more vulnerable given the rise in cybercrime. And for some
investors, due diligence is no longer just a pre-investment consideration; it continues, in some form, throughout the holding
Private equity firms need to have the systems and processes in place to meet the information needs of stakeholders based
in different geographies and with their own ideas of what constitutes best-in-class reporting. This is particularly important for
GPs that are trying to broaden their LP bases and become more institutionalized, but back office competence is increasingly
regarded as a baseline industry requirement. Our panel of experts consider how the landscape is evolving.
With dry powder at record levels globally and in Asia, valuations are being driven up and leverage is becoming increasingly
prevalent in Asia on regional control buy-outs. As GPs look to enhance returns through recapitalisations and minority backleverage,
how should sponsors go about arranging finance for their deals? A panel of experts will highlight the current trends
and discuss the options and relevant challenges in financing private equity deals in Asia.
There is already evidence of differentiation in Asia’s venture capital industry, whether it involves sector specialization, pursuing
distinct early or late-stage strategies, or teams with local agendas spinning out from international firms. But can this conviction
about an approach to investment and the expectation that it will deliver rich deal flow translate into consistent and meaningful
returns? Investors from across the region share their views on how to build a sustainable industry.
As the private equity industry continues to mature in Asia, there is more differentiation in what GPs are trying to do and LPs
have the information to say with greater certainty what works and what does not. Nevertheless, there is general concern about
the amount of capital being raised and whether it can be deployed efficiently in a climate of high valuations. Our panel of
leading investors discuss the role of Asia in their portfolios.