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What does it take to lead HR in a high-growth, private equity-backed company?
In this episode of Pulse by HRBench, host Logan Rivenes sits down with seasoned HR executive Nicole Logue to unpack how HR leaders can become strategic drivers of business value across the private equity (PE) lifecycle, from pre-acquisition through growth and all the way to exit.
Whether you’re navigating your first PE deal or just looking to sharpen your edge in a fast-moving environment, Nicole shares the kind of on-the-ground insights you won’t find in textbooks.
Why HR in PE-Backed Companies Looks Different
Nicole opens the conversation with a key insight: high-growth companies often go through multiple lifecycles in just a few years.
In her previous role, she spent 8 years at a single company that operated like five different businesses during that time — pivoting business models, navigating acquisitions, and responding to new ownership. This kind of transformation is common in PE-backed environments.
And in those moments of change, HR is uniquely positioned to preserve culture, steer talent strategy, and support aggressive growth plans — but only if they understand how the business actually makes money.
Getting Closer to How the Business Makes Money
One of the most repeated themes in this episode: If HR wants to be taken seriously, they need to understand how the business generates revenue.
Nicole outlines how HR leaders can get closer to the business model:
- Learn from finance. Don’t be afraid to ask for a walkthrough of the P&L. Most CFOs will gladly explain unit economics, margin targets, and valuation drivers — especially in PE.
- Talk to sales. Sales leaders understand the market realities better than most. Ask where deals are stalling, what new offerings are being prioritized, and how talent affects pipeline conversion.
- Partner with marketing and product. These teams often have a clear sense of where the company is headed — and what capabilities will be required in the next 12–24 months.
- Align with revenue goals. HR should be able to connect hiring plans, retention strategies, and succession planning directly to how the company plans to grow.
“If you don’t understand how the company plans to make money next year, you can’t align your people strategy to it.” — Nicole Logue
HR’s Role Across the PE Lifecycle
HR’s responsibilities shift dramatically depending on the company’s stage in the PE lifecycle. Nicole breaks this down into three phases:
1. Pre-Acquisition
Your job is to clean house, understand your people data, and get the business “buyer-ready.”
- Clarify your value proposition as a company and as an employer
- Audit retention and performance trends, especially among high-impact teams
- Be ready to explain how your people contribute to future revenue opportunities
2. Post-Acquisition & Value Creation Phase
Now, the playbook kicks in. PE sponsors will have clear targets: EBITDA expansion, market capture, or platform M&A.
- Align talent strategy to new business goals (even if they’re aggressive)
- Make the case for investments that support scale: L&D, job architecture, leadership development
- Understand what the PE firm is optimizing for (quick flip vs. long-term hold)
“Your ability to pull together data on attrition, sentiment, or bench strength may be the difference between executing a strategic pivot — or missing it completely.” — Nicole Logue
3. Exit Planning
Whether it’s a sale to a strategic buyer or a public offering, HR plays a crucial role in making the org look attractive to investors.
- Standardize job families, org structures, and reporting lines
- Highlight cultural stability and engagement data
- Prepare for due diligence requests around turnover, comp, and leadership continuity
Why HR Needs to Be in the Room Early
Nicole emphasizes that HR often gets sidelined in key strategy discussions — not because they don’t belong there, but because they’re not asking the right questions early enough.
“Sometimes, just being brave enough to say ‘I don’t know — can you explain this?’ opens the door to be included in high-level planning.”
Her advice?
- Build trusted 1:1 relationships. Don’t wait for board meetings. Have quiet conversations with finance, ops, and the CEO.
- Tie every HR decision to value creation. Whether it’s headcount planning or a new engagement initiative — connect it back to how it helps the business win.
- Speak the language of outcomes. PE firms care about revenue, retention, margin, and time-to-value. So should you.
From Strategy to Execution: Owning the Playbook
Nicole distinguishes between the value creation plan (the high-level investor thesis) and the real execution plan — which often includes:
- Leadership transitions
- Building or replacing key teams
- Integrating acquisitions
- Launching new service lines
- Expanding into new markets
And HR? They’re often the only ones who truly understand the human side of those moves.
Which makes it critical that HR leaders:
- Speak up when plans ignore cultural realities
- Suggest people-driven accelerators (e.g., internal promotions, new L&D paths)
- Flag risks early (e.g., fragile teams or talent gaps)
Final Advice for HR Leaders in PE-Backed Companies
Nicole ends the conversation with a powerful reminder:
“You’re not expected to know everything — but you are expected to learn fast. And the faster you’re willing to be wrong, the faster you’ll get to the right answer.”
Operating in PE is a fast-paced, high-stakes environment. But for the HR leader willing to ask tough questions, dig into financials, and connect the dots across departments — it’s also one of the most rewarding environments to grow.