Generative AI is seductive. The remarkable pace of adoption and the natural language simplicity of its interface has quite rightly grabbed attention. The potential business use cases are wide-ranging and, in many cases, profound but we are still very early in the adoption cycle. Firms looking to use Gen AI or other disruptive technologies to improve products or services need to consider their options before rushing in. Broadly speaking there are three main avenues available:

The questions we hear most from our PE PortCo clients revolve around what steps they can take towards being a more data-driven business. Exec recognise that AI is highly likely to change the way they run their businesses. The trouble is working out exactly what these changes might be and how to avoid falling for the hype that surrounds this fast-moving space. 

Value creation is an increasing factor in value on exit for PE houses, and up to 20% of value realised is attributed to technology-related investment[1]. In this context, it is unsurprising that value creation planning is increasingly carried out prior to deal closure; this can inform valuations and allows the maximum time to be allocated towards realising value post-transaction. The