Theodor Aam Olsen

Oaktree just posted a job for “SVP, Head of AI” with a base salary of up to $225,000. This is one of the largest investment firms in the world, with over $200 billion in assets under management, hiring for what will be one of the most consequential roles of the decade… at a compensation level barely competitive with mid-level engineers at OpenAI or Anthropic. The mismatch says everything. AI will reshape every layer of capital markets, from risk modeling to deal sourcing to asset pricing. It’s not a “tech add-on.” It’s the new foundation of value creation. OpenAI and xAI are paying $800K–$1.5M for senior AI engineers. Meta reportedly offered nearly $1 billion in total compensation to poach top AI researchers from rivals. Even Disney offered more for its “VP of Collaboration and AI”. Meanwhile, legacy finance still views AI as an IT function rather than a strategic capability. That gap is the opportunity. The next era of investment firms will be built by those who see AI not as a tool, but as the strategy itself.

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It’s no longer enough to just buy well and hope for multiple expansion. Time to roll up your sleeves. GPs have been hearing this from LPs for years — especially during fundraising. #Operational value creation has become the main act in private equity, not the footnote. Why? - Because with rising competition, more dry powder, and tighter exit markets, helping your portfolio companies actually improve is the only real edge left. I’ve kicked off a short YouTube series on how experienced funds approach value creation — where it starts, what works, and what LPs are now asking about in diligence. We started with a fireside chat featuring Anne Arlinghaus from KKR Capstone (link below in comments). In Part 1, I cover: • Why the real work begins long before the ink is dry • The go-to value levers (and why overhead reduction is just the start) • How firms are building internal ops teams — and tracking impact If you’re curious what “hands-on” really means — or what it takes to become an Operating Partner — this one’s for you. 🎥 Watch the full video here: https://lnkd.in/drfgcsMV Next up: Buy & Build — and yes, it’s as messy as it sounds. #PrivateEquity #ValueCreation #OperationalExcellence #PortfolioCompanies #GPstrategy #LPperspective #INSEAD Arnaud Bonzom Bowen White Michael Prahl Harsh Temurnikar @

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🔥 Europe’s startup scene just got a big reality check — and the results are impossible to ignore. At Nordic Tech Week, Norrsken VC dropped the largest impact pulse report to date, built on insights from 660 founders & investors. The verdict? ➡️ Impact-optimism is on the rise. Highlights that stood out: 🚀 60% of founders + investors say the future looks bright 📈 this optimism has increased in 2025. 💶 3 out of 4 investors are doubling down on impact bets ⚡️ Energy. Industrials. Healthcare. → The sectors to watch But let’s be real: Europe’s still holding itself back. The potential is massive — if we dare to unlock it. Reach out to us at Norrsken Evolve if you are a pre-seed founder building in resilience and sustainability. 👉 Full report in comments. Props to the team for putting this together: Per Frykebrant, David Frykman, Tove Larsson, Beata Enwall, Agate S. Freimane, Ludvig Bergstrom

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The VC secondary market is on fire. But many LPs are rushing in without fully appreciating the risks. VenCap International plc has been active in VC secondaries (LP positions only) since 1987 — and this is one of the hottest markets we’ve seen. In the first half of 2025 we reviewed $6.5bn of secondary VC deals — a 41% jump from the $4.6bn we saw in the same period last year. This includes both GP-led and LP-led deals. Here are 4 lessons we've learned from nearly 40 years of buying secondaries: 1️⃣ Power law still rules – a few companies will drive most returns. 2️⃣ Quality over discount – our best deal was bought at a premium to NAV. 3️⃣ Know the valuation policy – different VCs can value the same company very differently. 4️⃣ Factor in manager behavior – holding winners vs. selling early can make or break returns. VC secondaries ≠ PE secondaries. The risks are different — but for LPs who can access the right deal, at the right price, the rewards can be exceptional.

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𝐏𝐄 𝐯𝐬. 𝐕𝐂 𝐢𝐧 𝐄𝐮𝐫𝐨𝐩𝐞: 𝐀 𝐭𝐚𝐥𝐞 𝐨𝐟 𝐭𝐰𝐨 𝐟𝐨𝐨𝐭𝐩𝐫𝐢𝐧𝐭𝐬 Our latest data at Gain.pro highlights how PE and VC firms invest across Europe: ▪ PE-backed businesses are widely spread across the continent ▪ VC-owned assets are clustered in cities 📊 Sector focus drives this: – VC assets = 47% TMT (vs. 17% for PE) → drawn to innovation hubs – PE = 24% Services + 22% Industrials (vs. 13% & 7% for VC) → broader geographic reach beyond capitals 🌍 Top destinations: – Both: London & Paris lead – VC: 25% of assets in 11 cities (Berlin, Munich, Amsterdam next) – PE: 25% spread across 22 cities (Stockholm, Milan, Madrid stand out) ➡️ Same continent. Very different maps.

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"The MBA crowd has switched all too seamlessly from talking about CAC (customer acquisition cost) and CPC (cost per click) to a rather different measure of efficiency: CPK, or cost per kill." Defense and AI are the biggest bubbles in European VC right now, especially as the climate VC bubble seems to have thankfully deflated a bit...though climate VCs are still the cringiest. https://lnkd.in/e3KAfUBG

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Rethinking Blended Finance: From Vertical Stacks to Horizontal Flows In my thoughts on climate finance recently, there is something that has been bothering me. Much has been said about “stacking” different layers of capital—concessional, development finance, and commercial—into blended structures. This vertical model has been useful for making projects potentially attractive for commercial capital, ensuring that varying risk and return expectations can align to finance the same project, at the same time. But what if we went further? Projects don’t have the same needs at every stage. Early phases often require concessional or development finance to de-risk innovation and navigate regulatory hurdles. Later, as revenues stabilize, commercial capital can flow in with confidence. Instead of stacking capital just vertically at a single moment, perhaps the next frontier is deploying it horizontally across time—aligning each type of capital to the stage of the project where it adds the most value. The key is orchestration: this isn’t about separate funding moments, but about designing a capital timeline from the beginning. Concessional, development, and commercial investors would know their roles upfront, creating a coordinated pipeline where capital evolves as the project matures. As noted at the recent UN Financing for Development conference, blended-finance flows last year totalled only $18.3 billion—far below the $1.3 trillion developing countries need annually for climate finance . Intentional orchestration—rather than ad hoc blending—is precisely what can unlock scale. Insights from prominent climate finance forums echo that blended finance must be specific and designed by sector, geography, and project lifecycle—not generic layering. In a world where climate solutions demand both speed and scale, maybe it’s time to reimagine blended finance not just as a stack, but as a symphony. 🎶

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