PEP Flashcards

1
Q

What have you heard about PEP and why do you want to work for us

A

Storied history, founders who have been there for more than 20 years since the start. Gateway - access to a lot of different markets and industries. Also the most growth in FUM.

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2
Q

What’s your work style?

A

Really independent. Love diving into a problem, solving it, and then coming up for air afterwards to discuss and bounce off my conclusions with others for feedback.

Very much do first, think about it, and discuss later

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3
Q

Why are you the best person for the role

A

I have strong analytical skills, a very diverse knowledge base, curiosity - won’t rest until I solve it

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4
Q

What are your weaknesses / areas for learning / development

A

My main development area is the softer skills. As I develop further in my career, its going to become increasingly important to develop my network and improve to ability to originate deals. In the past I haven’t really focused on this - deals given to me and then I assess whether to proceed

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5
Q

Tell me about a time you demonstrated leadership skills

A

A time at Moelis when we were working on a transaction, one of the juniors under me helped with a piece of analysis and he’d gone in the wrong direction. It was a tight timeframe and I needed to get him back on the right path, so I sat down with him and walked through the analysis he’d done - tried to understand where he was coming from, the rationale that he had. A lot of what he had done was correct and good work that we could use, helped him to understand where he went wrong and how to fix it

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6
Q

What are you looking for in a team / culture?

A

I’ve always gravitated towards small entrepreneurial teams where you feel like you are building a business together. That’s the kind of environment I like, where you get a lot of exposure to a lot of different things, and there’s a pretty flat structure

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7
Q

Tell me about the culture at Moelis / Ellerston, how it differed, what you liked about each

A

I’ve always gravitated towards small entrepreneurial teams , and both companies fit that bill. You get a lot of exposure to a lot different things, there’s a lot of independence and no micro managing.

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8
Q

Why private equity vs. public equity?

A

Poor governance structures in public equity. In private you create more alignment between the shareholder and company, and can both use your expertise to drive an outcome.
In public, I also felt like I only scratced the surface and wanted more detail to properly understand a business

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9
Q

What is your greatest professional achievement?

A

My greatest achievement was the work I did for Linx Cargo Care. They didn’t know what was going on in their business, they were losing a lot of money and wanted to know how to fix it. I drove the analysis for the deal, worked closely with both management and operations teams to pick apart the business at a granular level and understand the contracts / products that weren’t profitable and reshape the business through an insolvency process.

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10
Q

Tell me about a time you made a mistake
Tell me about a time you failed

A

Early in my career I was given a task to do, I didn’t know how to do it and I spent quite a long time spinning my wheels and trying to figure it out on my own. I ultimately presented it to my boss and it was wrong, sat down and went through it and it was simple and I overcomplicated things. Learned that it’s usually much easier to talk through things first if you’re not sure and not be afraid to ask questions.

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11
Q

Are you risk-averse or risk-seeking

A

I’m pretty averse, I’m to take risk when its well calculated / I’ve done a lot of work to back my investment thesis, and there’s also a good margin of safety priced in

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12
Q

What do you like least about your current job?

A

Foxtel: Politics and buearacracy

Ellerston- early stage deals; not as much to sink your teeth into. Hard to get convicton on an investment thesis

Moelis: Lack of direct influence in deals (backseat driver), only get to see middle part of deal

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13
Q

How would your boss and coworkers describe you?

A

Highly analytical and independent. Always have my head in the clouds thinking about a problem, and can even sometimes be a bit obsessive. I don’t like to put problems down until I solve them

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14
Q

What motivates you

A

I’m driven by my desire to keep learning and developing. I really enjoy getting to meet founders and work with them along their journey and want to be a part of that

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15
Q

What are your career aspirations. Where do you see yourself in 5 years?

A

I aspire to eventually be a portfolio manager. Over the next 5 years I want to continue moving towards that goal. I want to continue to learn and evolve my investment rationale and process, learn from others how they approach investments, a key area for my development is on the deal origination side.

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16
Q

What would your previous boss say if I asked him/her where you needed to improve

A

The biggest area for growth for me is deal origination. Most of what I looked at was brought to me by my boss, and a small portion from me directly connecting with brokers. That’s definitely an area I want to continue to grow and evolve over time.

17
Q

Based on your previous experience, what challenges do you expect to face in this role

A

Every investor thinks differently and has a different style of investing.
Getting up to speed and understanding your or others particular investing philosophies and frameworks will be really important.
Another important aspect is getting on top of existing portfolio of investments and building relationships with relevant stakeholders

18
Q

Talk us through the MVSI deal

A

Key issues:
1. Limited competitive advantage
2. Bad revenue model, lots of non-recurring revenue. Business case relied on new product development.
3. Potential issues with scalability

19
Q

Outline a deal you did, rationale for the transaction, and what your part in it was

A

Poolwerx
- JOB - highly passionate knowledgable founder
- Great industry, long-term sticky revenue, recession resistant
- Powerful moat built around the brand, from an embedded culture of excellence. Really tight knit community, and the majority of competitors have lower quality standards or there’s a lot of inconsistency
- Lots of white space to expand into
- Strategy to acquire those looking to retire, look to expand into territories where there’s minimal overlap with current franchises
- In terms of economics, healthy franchise system, mid 20s margins, 20% revenue cagr for the past decade

20
Q

Describe a time when you disagreed with a team member. How did you resolve the problem?

A

Disagreed with Stuart on an investment. He liked the founder and vision, I felt that the unit economics didn’t work, the projections weren’t feasible and felt as though there was a tough competitive environment and they were competing with people that much greater scale. Also struggling to raise cash, needed $15m to get to breakeven

21
Q

What’s the most interesting thing about you that’s not on your resume?

A

I’m a good sprinter, I used to sprint at school and had a 100m time of around 11.5 seconds

22
Q

What are the most important criteria you look at when thinking about an investment?

A

Team / management
- Passionate - leads to knowledge advantage
- Honesty and integrity
- Willingness to learn and also adapt to change
Business model
- Scalable
- Good unit economics
- Product market fit, are you addressing a real need
- Is there a large and growing market
Moat
- network effects
- proprietary data flywheel
- constant R&D

23
Q

Why Fund of Funds?

A

Really appealing to me because of the broad scope of the role. Across several different industries and strategies. Exciting fund raising strategy

24
Q

What PEP transactions have you heard about which you liked?

A

JR Richards and Sons
- Waste management business, been around for more than 70 years
- Great industry tailwinds, particularly building materials
- From consumer growth, being contracted to many local councils

25
Q

What PEP transactions have you heard about which you disliked?

A

Hoyts - a declining industry, thin margins, not much of a moat. Doesn’t fit PEP’s MO - seems like more of an Oaktree turnaround play

26
Q

Risks to the Poolwerx transaction?

A

Really around execution of the U.S. strategy. Which is where there is supercharged growth potential. They only own 1% of US market. It’s an area that’s a lot less proven, they had initial teething issues had to pivot; there’s also a much different competitive dynamic over there where they have to go through pool distributors which squeezes margins.