The interview below is part of McGuireWoods’ ongoing effort to profile promising female private equity (PE) leaders. To recommend a rising star for a future interview, send an email Amber Walsh at [email protected]
About Samantha Gordon Webb
Samantha Gordon Webb is Director of the Portfolio Transformation Group (PTG) for Revelstoke Capital Partners. Prior to joining Revelstoke, she was a Director of the Boston Consulting Group (BCG), a leading management consulting firm working with leading organizations globally. From 2013 to 2019, Gordon Webb was part of BCG’s Payer, Provider and Services group, where she advised a range of for-profit, regional and community health systems, academic medical centers and pediatric hospitals on strategic issues. , operational and merger and acquisition. She started her career at BCG in New York, then moved in 2016 to start the BCG office in Denver. Gordon Webb has also been involved in leading the office’s recruitment, career development and women’s initiative efforts.
Prior to BCG, Gordon Webb was an associate in the Healthcare group of Credit Suisse investment banking in New York, where she worked across all healthcare sub-sectors during IPOs and private placements. She began her career in management consulting from 2007 to 2010 at Booz & Co., the strategy consulting arm of Booz Allen and Hamilton, where she also advised numerous regional and national organizations of payers and suppliers on commitments. strategic and operational.
Gordon Webb graduated from the McCormick School of Engineering at Northwestern University with a bachelor’s degree in biomedical engineering. She also holds an MBA from Columbia Business School.
Q: Why is it important that more women pursue careers in physical education?
Samantha Gordon Webb: Recruiting women in PE is a similar challenge to the one I experienced leading company-wide recruiting initiatives during my previous career as a management consultant. It is often difficult for junior women to see a path to a successful leadership position in these types of career paths while still maintaining other personal and family aspirations that they would like to pursue for themselves. In PE, I think it is essential for senior women in the industry to continue to chart clear paths demonstrating the ability to have rigorous and successful careers in this sector – whether on the investment side or on the side. operational – while being able to raise a family or pursue other personal goals outside of the office. The most tangible evidence we can present as women in PE will hopefully continue to tip the scales towards more balanced representation in the sector and catalyze more interest in women early in their careers. looking to pursue investment or operating opportunities.
At Revelstoke, we invest in the healthcare provider sector, which tends to have a higher than average presence of women in these types of healthcare organizations. Having a greater representation of women in the Sponsor can help gain more effective buy-in to the initiatives we ultimately drive from the Sponsor into the business, underscoring the importance of ongoing diversity efforts in our recruiting. Investors also want to see ESG (environment, social and governance) and diversity as a significant strategy and capacity within private equity firms, reinforcing the need for more women in the industry.
Q: Who is an example of someone who inspired you in physical education and why?
SGW: I’ve always had an interest in financial services and PE, but ultimately I’ve never been more passionate about investing, compared to the years I spent focusing on operations and strategy as a as a management consultant for most of my career. However, around the time I met my husband, he had partnered with an investor to invest in a small and growing medical practice management organization, where he led as a senior executive for several years. . This direct line of sight to the operational side of PE and the latitude to invest and build continuously has really fascinated me and opened my eyes to operations within PE. For years, I have watched my husband develop and expand his healthcare business in multiple regions, as well as dramatically increase the size of the business, tackling new challenges of growth and development every day. ‘exploitation, which intrigued me a lot as I thought about new career opportunities.
This experience was a key motivation for me to leave a career in management consulting and explore operational roles in a private company or within a PE firm. Fortunately, my timing and interests aligned almost perfectly when I met Revelstoke, and I joined the firm to launch and lead what is now called the Portfolio Transformation Group (PTG). PTG is the value creation team focused on operational, strategic, human capital and overall infrastructure needs for our portfolio companies. I can take what I loved about consulting to help businesses grow and mature and do so as part of the PE model, as well as have a unique entrepreneurial experience with Revelstoke. It has been a truly enriching experience.
Q: How do you think women of your generation will be able to influence the PE industry, especially as the career path continues to evolve?
SGW: There are many other career paths within PE today that have not been the traditional career progression paths for the industry, whether through value creation teams like the one I leads for Revelstoke or other niche aspects around operations or human capital. This presents several opportunities for women to enter the industry through non-traditional avenues, which will allow us to continue to shape the industry and the way companies interact with their portfolio companies.
Fostering diversity and pushing women into leadership positions more often, like in PE companies, is much more to the mind in how we select our own career paths and this is something we need to do. continue to ensure that it takes root. Overall, we can start to be more creative in the ways we recruit and retain women and ultimately help our respective companies define what it means to be an employer of choice for women.
Q: What lesson have you learned about what is required to be successful in physical education?
SGW: While this is the view from where I sit in Revelstoke, having compelling and well-thought out strategic and operational plans is essential for an investment. Then you need the right leadership and the skills in place to effectively execute those plans. This is particularly evident in small and medium enterprises as well as those led by founders / entrepreneurs, where the operations of business processes did not evolve at the same rate as the company grew before going private. . While it can be overwhelming and a leap of faith for an entrepreneur or CEO to invest in expensive C suite talent or outside support to quickly develop and implement operational plans and tactics, the Return on these investments is clearly realized in the long run.
Similar to the group I created in Revelstoke, the small and medium PE is starting to create similar groups focused on the operational side of the PE with the aim of generating better value creation opportunities. This will only go so far without making sure you have a strong leadership team and the supporting force within the organization to truly own and execute these initiatives and changes.
To contact Samantha Gordon Webb, send an email to [email protected]