A Structured Executive Onboarding Playbook for Superior Private Equity Returns in Tech, Media and Entertainment

As top U.S. private equity firms expand their portfolios to artificial intelligence, media, and entertainment sectors, key PE players and mid-tier firms with $100M ARR have an opportunity to accelerate client value creation, achieve improved portfolio company performance, and realize maximum returns on investments. 

PE firms can adopt a strategic executive onboarding operating model to drive FY 2026 forward-looking statements. Boardswell, the only AI-native, holistic Leadership Talent Matching and Skills Assessment company, provides a playbook for leading private equity firms to acquire executives and realize multi-billion-dollar ARR. 

This paper articulates how PE firms can unlock  value and deliver superior returns by implementing a structured executive onboarding playbook designed specifically for Al, media, and entertainment investments. This paper is recommended as a playbook; it provides practical recommendations for PE firms to embed structured onboarding into value creation strategies to ensure maximum return on portfolio investments.

Trends and Opportunities

Private equity investments are no longer defined by short-term returns and neither are they sector monopolized or cyclical. The dynamism, diversification and resilience of PE investment ecosystems are evident; from Thoma Bravo's $6.9 billion acquisition of cybersecurity firm—SailPoint Technologies, Disney's $220 million and 70 percent controlling stake in FuboTV, to Prudential PLC increasing equity stakes in Tencent Music entertainment group by 6.3 percent at $8.14 million. Evolving archetypes in U.S private equity investment strategy are captured in PwC’s Global

M&A trends in technology, media and telecommunications 2025 outlook, which projected a 15 percent increase in Telecommunications Media and Entertainment menu (TMT) deal values for the first half of 2025. In 2024, the global market saw approximately 1,460 TMT deals with a combined value of $698 billion, with technology accounting for roughly 83 percent of deal volume and 75 percent of total deal value.

A key driver to expansion of TMT deal volumes is the steady expansion of software and SaaS enterprises, which now accounts for nearly 40 percent of all private equity technology deals closed in the United States with Artificial intelligence becoming a key interest across PE firms' investment thesis. 

The integration and expansion of Al capabilities across core TMT capabilities; content personalization and recommendations, content creation editing and production automation, advertising technology, and intellection property management are future-proofing portfolio companies against obsolescence and have also become a critical factor for exit valuations in today's digital market. As Al becomes a key consideration for PE firms evaluating deals, the safety and security of algorithms and content become paramount to weigh tradeoffs between profit and safety.

In practice, responsible AI concerns are not peripheral compliance checkboxes but operational imperatives that materially affect user trust, monetization levers and exit valuations. The challenge is multidimensional, as considerations cut across the integrity of machine learning models, the provenance and rights of creative content, the resilience of content-delivery and recommendation systems to manipulation, and the governance structures that tie these technical controls to commercial incentives.

Many recent unethical Al practices, such as biased outputs, hallucinations, and unsafe recommendations, can be traced back to inadequate or incomplete training datasets or maliciously designed algorithms. In order to protect proprietary portfolio architectures and enhance investor confidence in Al-focused assets, it become imperative to emphasize the need for comprehensive and data driven governance architectures; provenance tagging, versioned datasets, and immutable audit logs etc., to ensure end-to-end traceability for every stage of the Al lifecycle, from data collection and model training to deployment and post-production monitoring. 

As Al capabilities expand the MT sector, recommendation engines and content ranking systems have been identified by MIT Sloan Management Review to be increasingly susceptible to manipulation, as small perturbations could potentially distort viability and affect monetization outcomes. To effectively manage Al-driven media assets, protecting audience engagement integrity is as critical as sustaining growth; there is need to deploy risk-based segmentation frameworks that apply enhanced safeguards to investment assets with higher financial or reputational sensitivity to ensure that responsible Al practices strengthen focused PE portfolios without impeding scalability or commercial performance.

In the TMT sector, synthetic media and rapid content re-use continue becoming prevalent, therefore establishing immutable attribution to help identify who created what, when and under what license, would be instrumental in preserving the monetizable control over IP assets and prevent costly takedown battles. As TMT companies and PE firms respond to the increasing exposure to IP infringement and content misuse across digital media portfolios, establishing a defensible rights management framework become archetypal. Ideally, watermarking paired with cryptographic signatures and distributed ledger records for rights declarations would provide a verifiable trail of ownership and authenticity.

Recently, McKinsey & Company reported that boards with strong reliance on digital infrastructure have shown a 33 percent increase since 2010, and board directors with technology leadership experience are reinforcing the growing recognition that digital governance is now central to enterprise value. Thus, maintaining the integrity and reliability of technology and media assets calls for a proactive governance model grounded in structured oversight, and measurable accountability. The consolidation of periodic safety and security assessments with regular board reporting and management incentive structures would ensure that operating teams remain aligned with investor priorities, and that risk mitigation, remediation, and portfolio resilience receive consistent attention and appropriate resource allocation.

As the United States solidifies its position in global artificial intelligence leadership and dominance, the establishment of governance frameworks that effectively fuse innovation, capital, and policy become stable stakes for PE investments. The United States technology ecosystem is built on a combination of intellectual strength and institutional depth which is sustained by the country's leading universities and research centers. The Global Artificial Intelligence Research Situation Report highlights the United States as the nation with the largest pool of Al researchers, with over 63,000 Al researchers, emerging as a launchpad for some of the world's most valuable startups, including OpenAl and Anthropic.

In 2024 alone, U.S Al startups raised more than $97 billion in funding; roughly two-thirds of global Al deal value. Private equity and venture firms have concentrated their exposure on Al infrastructure such as cloud computing, data analytics, semiconductors, and enterprise software. These investments are deliberate commitments to the digital infrastructure positioned to define the next era of global economic growth.

Commercialization remains a formidable competitive advantage through which U.S. leadership effectively translates innovation into enterprise value. The pace at which technological ventures and U.S PE firms convert research breakthroughs into market-ready applications remains unparalleled. Companies such as Microsoft, Google, Amazon, and Meta have deeply integrated Al into their operating models, evolving from a narrative of technological advancement into one of productivity gains and margin expansion.

The Human-Capital Differential

Though investment valuation models are primary tools for assessing, maintaining and managing portfolio value, there is a growing disposition that exceptional board and executive leadership is just as essential for portfolio success. The ability of leadership to guide a company through the complexities of market dynamics is often the determining factor in whether a company thrives or fails.

McKinsey & Company's research on "CEO alpha" depicts that high-performing CEOs do more than just manage, they drive long-term strategy, support innovation, and build resilient organizational cultures that contribute billions in additional value. This discovery lends credence to the transformational leadership theory, which emphasizes the role of leaders in inspiring and motivating employees toward achieving a collective vision.

Research from the Harvard Business School notes that 71 percent of technology companies with enterprise values greater than $1 billion, acquired by private-equity firms between 2010 and 2016, replaced their CEO under private-equity ownership. Of these new CEOs, about 75 percent were external hires, with 67 percent being complete outsiders with no previous affiliation with the acquiring firm. These statistics lend credence to the fact that authentic leaders provide a stable foundation for long-term success by aligning organizational goals with individual motivations to create human centric companies where teams feel empowered to innovate and drive the company forward.

The human-capital differential has become even more topical as technology companies and search firms increasingly focus on leadership acquisition. Search firms with a deep understanding of Al which specialize in executive and board member placement can identify suitable leaders to execute the company's strategy, and drive the innovation to maximize returns on investment in a digital world. In PE-backed companies that prioritize leadership acquisition and technical acumen are seeing substantial improvements in their capacity to innovate and capitalize on emerging market opportunities. GoodTime Tech Hiring Trends 2025 blog survey; Al, Automation, and Candidate Experience reported that 69 percent of technology companies experienced an increase in time-to-hire.

In 2024, 78 percent of companies were rethinking their talent-acquisition strategies and recognized that securing the right leadership was vital for driving innovation and long-term growth. These findings indicate that it is critical for private equity firms to focus on leadership, as senior executives, mid-level managers, and functional leaders all contribute significantly to the execution of strategy and overall enterprise health.

A Technology-Focused Example

If a mid-sized PE firm acquires an Al/ML-driven enterprise software platform, it begins by prioritizing leadership acquisition to ensure long-term value creation. Using Boardswell's Match App and Assessments, the firm appoints a new CEO with extensive experience scaling Al-driven companies. Once the CEO is appointed, the next step would be to design a development plan that aligns with the investor's key performance indicators. These KPIs include accelerating annual recurring revenue, reducing time-to-market for Al product modules, and expanding into new international markets.

At the same time, the firm recognizes the need for ongoing leadership support and recommends an executive coach to assist the new CEO. The role of the coach would be to help the CEO refine leadership skills, address business-specific against Al-solution options, and establish effective communication with the board and senior leadership team.

In a bid to ensure that leadership development extends beyond the CEO, the firm would also invest in the growth of senior executives, such as the Chief Product Officer and VP of Engineering, who are essential for executing the company's product development and technology strategy. These leaders are expected to align their teams with the CEO's vision while also contributing to the firm's broader goals. This leadership approach is not confined to the C-suite. The PE firm would develop leadership at every level to ensure that the company has the capacity to scale operations, respond to market changes, and maintain a culture of collaboration, innovation, and accountability.

In this approach, leadership acquisition is integrated with the strategic goals of the firm, ensuring that the right people are in place to drive the company's growth trajectory. With the prioritization of enterprise leaders and the integration of development with strategic KPI’s, the PE firm positions its portfolio company for sustainable, long-term success.

Beyond the Balance Sheet: How Talent Is Redefining Private Equity Value Creation

PE firms have increasingly acknowledged talent management and leadership strategy as core components of value creation rather than perípheral operational concerns. A June 2025 article by Russell Reynolds Associates highlighted that human capital is a key lever for value creation in private equity" and notes that the cost of an executive mis-hire can reach up to "15 times base salary" when including lost productivity, structural disruption and the cost of replacement.

A clear indication of the growing importance of talent management in PE is the rising number of surveys where talent upgrades and leadership alignment are identified as key drivers of returns. A 2025 survey by PE150 found that 42 percent of consultants considered talent upgrades and leadership alignment to be the most crucial factor for value creation in PE transactions, surpassing traditional strategies like cost reduction. These numbers represent the dawn of a new reality where private equity firms are increasingly focusing on leadership assessment, mapping the talent within their portfolio companies, and developing leadership plans even before finalizing a deal.

While detailed compensation data specific to mid-tier PE-backed companies for 2024-2025 are limited, several credible sources highlight meaningful trends. According to a July 2025 piece by DHR Global, talent strategy is now the ultimate lever for private equity value creation with firms placing greater emphasis on long-term incentive pay tied to value-creation KPls, rather than traditional annual bonuses alone. The same paper emphasized that governance frameworks are now indispensable, as boards are demanding more frequent leadership-talent reviews, formal succession-planning processes are becoming standard, and compensation committees are more tightly linking pay to execution of growth strategies rather than cost-reduction alone.

The Onboarding Imperative

Why Strategic Executive Onboarding Matters

Traditional onboarding models, which comprise of introductions, orientation and cultural assimilation often fails to capture the imperative of strategic executive onboarding in today's business setting, as such, it is necessary to adopt a structured onboarding program that converts the first 180 days into a deliberate value-creation sprint.

The first critical component of this approach is the shortening of the lag-time between hire and measurable results. Harvard Business School research shows that successful onboarding often starts with a detailed roadmap that covers the first 90 days and beyond, defined in terms of performance metrics, stakeholder meetings and business priorities.

Especially for PE sponsors, whose investment horizon is finite and whose value-creation thesis is time-bound, enabling a CEO or executive to hit the ground running is crucial, and not merely nice to have.

A strong onboarding process is also necessary to minimize leadership risk, which often contributes to poor returns in portfolio companies. The common "job empty, job filled, job done" mindset often undermines the execution risks and the need for context-specific clarity around the role. On the other side of the coin, a strategic onboarding plan which explicitly identifies key "jobs to be done" sets out clear decision-rights, maps the execution risks, and aligns the executive rapidly with the firm's performance expectations. This process helps stabilize leadership early, reduces wasted energy and safeguards the investment thesis.

In many PE-backed businesses, misalignment, whether around strategic priorities, performance metrics or governance expectations, can significantly slow execution and dilute value. A deliberate onboarding routine which brings together the board, key investors and the new executive to align objectives, expectations and time-frames sets a common operating rhythm. Onboarding frameworks that emphasize early stakeholder engagement, clarity around performance objectives, and alignment of the executive's role with the value-creation agenda ensures that decisions are made quicker, backed by clarity, and executed in a way that supports the investment objectives while maximizing shareholder value.

According to research by Brandon Hall Group, organizations with a strong onboarding program see 82% higher retention rates and 70% higher productivity. These factors contribute to smoother operations, stellar company culture, and stronger management teams, all of which are vital when preparing for an exit. When a company has a high level of employee satisfaction and stability, it presents itself as an attractive acquisition target or a prime candidate for IPO. When acquiring companies' investors typically seek businesses that have strong internal structures, loyal talent pools, and minimal turnover, all of which are fostered through effective onboarding. Thus, an onboarding process that focuses on delivering early measurable value, establishing clear governance, and developing a compelling narrative enables the company to demonstrate its progress to potential buyers or public markets.

Best Practices for Strategic Executive Onboarding

1. Define Key Performance Indicators (KP|s) from Day One: When a PE firm begins executive onboarding, the first crucial step is defining clear, measurable KPIs that integrate the new executive's mandate with the broader goals of the investor. To make this achievable, a joint workshop should be held involving the PE sponsor, board members, and the candidate to establish a concise KPI scorecard. These KPIs typically cover several key areas such as financials, operations, strategic and culture/leadership. This structured approach provides a roadmap that directly links leadership performance to investor expectations. The setting up of these KPIs from the outset enables the sponsor to ensure that the executive's focus is in tandem with the value-creation objectives of the portfolio company.

2. Identify Talent Gaps Early: Within the first 90 days of the new executive's tenure, it is essential to conduct a comprehensive diagnostic of the leadership team. This assessment should focus on three dimensions: capability, capacity, and continuity. Capability refers to whether the existing leadership team possesses the required expertise in areas such as Al, content development or platform management, which are crucial for the company's specific growth trajectory. Capacity assesses whether there are enough leaders in place who can manage and scale operations effectively as the company grows. Continuity examines whether critical roles are at risk, particularly due to inadequate succession planning or over reliance on certain individuals. To automate this process, PE firms should consider using predictive tools, including psychometric and behavioral analytics, to assess leadership fit and potential, as these advanced tools provide a more accurate prediction of leadership success compared to traditional interview methods.

3. Develop A Tailored Onboarding Plan: A bespoke onboarding plan is essential to ensure the new executive settles in nicely into the company and aligns with the investor's value-creation strategy. This plan should be structured in phases, starting with pre-boarding activities that allow the executive to familiarize themselves with company dossiers, leadership bios, and strategic materials before their first day. Onboarding should begin before the executive steps into the role to ensure they have the context and background necessary to make informed decisions from the outset. In the first 30 days, the executive should engage in stakeholder interviews, clarify their leadership role, and finalize the KPIs with the board. These initial days are critical for understanding the company's culture and strategy and establishing key relationships. In the next phase, from days 31 to 100, the focus should shift toward executing high-visibility initiatives that demonstrate early wins, with regular board check-ins to monitor progress against KPIs. The final phase, spanning months 4 to 12, is where the executive begins to establish a consistent operating cadence, with regular board updates, strategy reviews, and deepening cultural integration. Throughout the process, the onboarding plan should be treated as a living document, regularly updated to reflect the evolving needs of the company and the leadership team, while being directly tied to performance reviews and compensation triggers.

4. Prioritize Culture, Communication, and Cohesion: While skills and experience are often the primary focus when selecting a leader, the Leadership IQ report suggests that the failure to consider cultural fit can lead to significant setbacks, impacting team cohesion, performance, and long-term organizational success. As such, in the bid to encourage corporate acculturation, organizations are advised to begin by cultivating the relationship between the executive and HR as part of the pre-boarding process. This relationship should include a thorough understanding of the company's organizational culture, employee engagement levels, and communication mechanisms, to ensure that the executive is well-prepared to lead within the existing cultural framework. Providing an executive coach as part of the onboarding process can also help accelerate the development of trust and cohesion between the new leader and the rest of the executive team. The coach's role would be to support the executive in navigating the complexities of their new leadership role, building effective relationships, and enhancing their performance. Within the first six months of an executive's tenure, conducting a 360-degree feedback review becomes crucial, as this approach offers a comprehensive assessment of leadership effectiveness, team cohesion, and alignment with the company's value-creation and objectives. This feedback loop would be instrumental in identifying areas for improvement and providing actionable insights that can further enhance the executive's performance and integration into the company's culture.

Call to Action: How Boardswell Can Help

PE firms standing at the intersection of Al, media, and entertainment are entering a market where speed, clarity, and leadership precision decide who wins. Value creation begins the moment the executive signs the offer letter. And that's exactly where Boardswell steps in.

Traditional onboarding is no longer sufficient in sectors where algorithms shape global influence, content moves markets, and capital expects returns on an accelerated timeline. Boardswell combats these by providing firms with a model that establishes KPI alignment prior to Day One, ensuring executives arrive with a measurable, investor-aligned mandate.

Boardswells' process identifies talent gaps with precision by relying on behavioral and psychometric insights rather than gut instinct. This enhances leadership stability, increases retention, accelerates productivity, and reduces portfolio risk ahead of exit.

The path forward is clear: in a market defined by Al acceleration, narrative power, and value-driven growth, leadership is the asset that compounds the fastest. PE firms that treat executive onboarding as a strategic lever will outpace the competition, elevate portfolio performance, and unlock the full promise of their investments. Now is the time to capitalize on that advantage.

Boardswell's Al-native approach rewrites the old playbook. By combining predictive analytics, evidence-based leadership diagnostics, and industry-specific onboarding frameworks, Boardswell helps PE sponsors bridge the gap between hiring and impact. The result is executives who are aligned from the start, operating with clarity, confidence, and a common language of value creation.