Why Every PE-Backed Business Needs a Transformation Leader

Lessons from the market – and when to hire interim vs permanent.

After years supporting Private Equity funds and portfolio companies, one thing is crystal clear: the most successful transformations – the ones that truly drive enterprise value – are led by experienced, focused Transformation Leaders.

Not project managers. Not advisors. Actual operators who know how to turn an investment thesis into real-world delivery. With all the ambiguity, resistance, and urgency that comes with it.

Why a Transformation Leader is Essential in PE

Most PE investments come with a clear mandate: grow faster, operate leaner, or integrate smarter – all within a finite time frame. And in many cases, those goals run in parallel.

That level of enterprise-wide change places an enormous strain on the CEO and leadership team. They’re still responsible for day-to-day performance, investor reporting, and leading the culture – but are now also expected to deliver fundamental transformation at pace in what will be a hugely complex change landscape.

That’s rarely sustainable without support.

The best Transformation Leaders – whether titled Chief Transformation Officer, Head of Transformation or Transformation Director – take that burden off the core team. They bring structure, pace, governance, and momentum to the value creation plan. They align stakeholders, unblock resistance, and ensure change sticks.

They don’t just track the work – they drive it.

Interim or Permanent? Context is Everything

This is one of the most common questions I get from clients:

“Should we hire an interim or bring someone in permanently?”

Here’s how I advise, based on what I’ve seen work:

• Interim Transformation Leaders are ideal when there’s a need for immediate action or a critical capability gap. Post-deal 100-day plans, urgent cost-out programmes, M&A integration, or business-critical transformation often demand someone who can hit the ground running. Interims bring pace, objectivity, and clarity – and they’re used to navigating resistance.
• Permanent appointments work well when transformation is a multi-year journey – for example, long-term growth, tech enablement, cultural and organisational change or to support late investment Value Creation topics to build an equity story. Here, continuity and internal alignment become just as important as pace and execution.

The right model depends on where the business is in its investment cycle, the maturity of the leadership team, and the complexity of the transformation itself.

When Sector Experience is a Must-Have

Some Transformation Leaders are highly adaptable across industries – particularly those with a consulting background.

But there are cases where sector experience makes a real difference:

• In regulated sectors (e.g. healthcare, infrastructure, financial services), transformation is tightly linked to compliance and policy.
• In consumer-facing or brand-led businesses, GTM strategies, pricing, and customer behaviour demand sector knowledge.
• In industrial and asset-heavy environments, deep operational understanding can save months of ramp-up time.

If the transformation hinges on understanding sector-specific drivers, don’t compromise on relevant experience however if the transformation doesn't hinge on sector-specific drivers, don't get hung up on it.

Why PE Experience Is Non-Negotiable

Perhaps the most underestimated – yet critical – piece of the puzzle is prior exposure to Private Equity.

PE operates at a different pace, with sharper governance, higher scrutiny, and a relentless focus on value. A leader who’s only delivered in corporate settings may struggle with the urgency, resource constraints, and board expectations.

The best Transformation Leaders in PE environments:

• Understand the fund’s priorities and investment thesis
• Know how to link actions to exit value
• Operate well under pressure
• Can work effectively with Operating Partners and investor teams

Without this, even the most capable leader can lose credibility – or lose time.

Final Thoughts

Transformation in a PE-backed business is rarely optional – it’s the engine of value creation. And while the CEO remains accountable, expecting them to drive complex, enterprise-wide change while managing the core business is a stretch.

A dedicated Transformation Leader – interim or permanent – provides the focus, structure, and leadership needed to make it happen.

If you're building or delivering a transformation plan and want to sense-check what “good” looks like, I’m always happy to share insight from the market – and introduce leaders who’ve done it before.

Email: jack.syred@wilton-bain.com

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