EXPERTISE
Executive search for investment funds and their portfolio companies
Private equity funds, LBO-backed companies, and growth portfolio companies. Executive leadership, Executive Committees, and critical roles tied to the value creation plan, in France and internationally.
Precision. Discretion. Impact.
EXPERTISE
Executive search for investment funds and their portfolio companies
Private equity funds, LBO-backed companies, and growth portfolio companies. Executive leadership, Executive Committees, and critical roles tied to the value creation plan, in France and internationally.
Precision. Discretion. Impact.
The executive is the primary variable in your investment thesis
65% | 83% | 1 in 2 |
|---|---|---|
of funds see a leadership change during the holding period | find that an unplanned change lengthens the holding period | believe that it reduces returns |
Source: AlixPartners, latest Annual Private Equity Leadership Survey, 427 respondents across 13 countries.
A leadership change during the holding period is not a minor hiccup—it is the statistical norm. The question is therefore not whether it will happen, but whether it will be proactive or reactive.
Our job is to ensure that the appointed executive lasts the entire cycle, and that the appointment decision is documented before the hire, not after.
We recruit the leaders who drive the value creation plan
Laroze Partners supports private equity funds, LBO-backed companies, and portfolio companies in growth or build-up phases. We focus on the key roles that drive execution: Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, Chief Commercial Officer, and Chief Human Resources Officer.
Mandates are entrusted to us by the fund's operating partner, the holding company's president, or the portfolio company's executive leadership itself. Each search is carried out with the same high standards, whether the client is a fund, an executive leadership team, or a board of directors.
How we intervene throughout the investment cycle
We partner with funds and their portfolio companies at three key stages of the cycle.
Pre-deal | Post-deal | In preparation for exit |
|---|---|---|
Preparation of the talent acquisition plan. Identification of key roles to fill within twelve months of closing, along with a realistic timeline to fill them. | Recruitment of the executive or Executive Committee member leading the value creation plan, backed by a replacement guarantee throughout the entire trial period. | Recruitment for roles that safeguard the growth trajectory through to divestiture and present a clear, compelling leadership team to prospective buyers. |
The executive is the primary variable in your investment thesis
65% | 83% | 1 in 2 |
|---|---|---|
of funds see a leadership change during the holding period | find that an unplanned change lengthens the holding period | believe that it reduces returns |
Source: AlixPartners, latest Annual Private Equity Leadership Survey, 427 respondents across 13 countries.
A leadership change during the holding period is not a minor hiccup—it is the statistical norm. The question is therefore not whether it will happen, but whether it will be proactive or reactive.
Our job is to ensure that the appointed executive lasts the entire cycle, and that the appointment decision is documented before the hire, not after.
We recruit the leaders who drive the value creation plan
Laroze Partners supports private equity funds, LBO-backed companies, and portfolio companies in growth or build-up phases. We focus on the key roles that drive execution: Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, Chief Commercial Officer, and Chief Human Resources Officer.
Mandates are entrusted to us by the fund's operating partner, the holding company's president, or the portfolio company's executive leadership itself. Each search is carried out with the same high standards, whether the client is a fund, an executive leadership team, or a board of directors.
How we intervene throughout the investment cycle
We partner with funds and their portfolio companies at three key stages of the cycle.
Pre-deal | Post-deal | In preparation for exit |
|---|---|---|
Preparation of the talent acquisition plan. Identification of key roles to fill within twelve months of closing, along with a realistic timeline to fill them. | Recruitment of the executive or Executive Committee member leading the value creation plan, backed by a replacement guarantee throughout the entire trial period. | Recruitment for roles that safeguard the growth trajectory through to divestiture and present a clear, compelling leadership team to prospective buyers. |
The executive is the primary variable in your investment thesis
65% | 83% | 1 in 2 |
|---|---|---|
of funds see a leadership change during the holding period | find that an unplanned change lengthens the holding period | believe that it reduces returns |
Source: AlixPartners, latest Annual Private Equity Leadership Survey, 427 respondents across 13 countries.
A leadership change during the holding period is not a minor hiccup—it is the statistical norm. The question is therefore not whether it will happen, but whether it will be proactive or reactive.
Our job is to ensure that the appointed executive lasts the entire cycle, and that the appointment decision is documented before the hire, not after.
We recruit the leaders who drive the value creation plan
Laroze Partners supports private equity funds, LBO-backed companies, and portfolio companies in growth or build-up phases. We focus on the key roles that drive execution: Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, Chief Commercial Officer, and Chief Human Resources Officer.
Mandates are entrusted to us by the fund's operating partner, the holding company's president, or the portfolio company's executive leadership itself. Each search is carried out with the same high standards, whether the client is a fund, an executive leadership team, or a board of directors.
How we intervene throughout the investment cycle
We partner with funds and their portfolio companies at three key stages of the cycle.
Pre-deal | Post-deal | In preparation for exit |
|---|---|---|
Preparation of the talent acquisition plan. Identification of key roles to fill within twelve months of closing, along with a realistic timeline to fill them. | Recruitment of the executive or Executive Committee member leading the value creation plan, backed by a replacement guarantee throughout the entire trial period. | Recruitment for roles that safeguard the growth trajectory through to divestiture and present a clear, compelling leadership team to prospective buyers. |
Looking to hire an executive for a portfolio company?
Le coût d'un mauvais recrutement de dirigeant ne se mesure pas en honoraires. Il se mesure en mois de stratégie suspendue, en équipes qui attendent, en décisions reportées. C'est ce coût que notre façon de travailler cherche à vous éviter.
Looking to hire an executive for a portfolio company?
Le coût d'un mauvais recrutement de dirigeant ne se mesure pas en honoraires. Il se mesure en mois de stratégie suspendue, en équipes qui attendent, en décisions reportées. C'est ce coût que notre façon de travailler cherche à vous éviter.
Looking to hire an executive for a portfolio company?
Le coût d'un mauvais recrutement de dirigeant ne se mesure pas en honoraires. Il se mesure en mois de stratégie suspendue, en équipes qui attendent, en décisions reportées. C'est ce coût que notre façon de travailler cherche à vous éviter.
The roles that shape the trajectory
Executive Management and Governance | Finance and Value Creation | Operations, Sales, and Talent |
|---|---|---|
Chairman, Chief Executive Officer, Deputy CEO, Operating Partner/Investment Director, Independent Director, and Supervisory Board Member. | Chief Financial Officer, Head of Financial Planning & Analysis, Head of M&A and Build-ups, Chief Transformation Officer. | Chief Operating Officer, Industrial Director, Chief Commercial Officer, Chief Development Officer, Chief Human Resources Officer, Chief Information Officer. |
Leaders who understand the timeline constraints of a fund—and embrace them.
Recruitment aligned with your investment timeline
Scoping with the fund and portfolio company. Review of the value creation plan, timeline constraints, and expected governance profile.
Mapping the hidden market. Identification of executives currently in office who have already led a comparable cycle, including those not actively looking.
LAROZE Pattern™ Assessment. A dual perspective on each candidate, conducted prior to any presentation, to answer a single question: will this person succeed in the role within the real context awaiting them?
Targeted, reasoned shortlist. Three to four candidates, each accompanied by a written analysis that the investment committee can include in its file.
Compensation package advisory. Guidance on compensation structure and its alignment with the management package, through to signing.
Guarantee and onboarding follow-up. Replacement guarantee throughout the probationary period, and regular check-ins during the first few months.
An appointment decision documented before closing, not retrofitted afterward.
The roles that shape the trajectory
Executive Management and Governance | Finance and Value Creation | Operations, Sales, and Talent |
|---|---|---|
Chairman, Chief Executive Officer, Deputy CEO, Operating Partner/Investment Director, Independent Director, and Supervisory Board Member. | Chief Financial Officer, Head of Financial Planning & Analysis, Head of M&A and Build-ups, Chief Transformation Officer. | Chief Operating Officer, Industrial Director, Chief Commercial Officer, Chief Development Officer, Chief Human Resources Officer, Chief Information Officer. |
Leaders who understand the timeline constraints of a fund—and embrace them.
Recruitment aligned with your investment timeline
Scoping with the fund and portfolio company. Review of the value creation plan, timeline constraints, and expected governance profile.
Mapping the hidden market. Identification of executives currently in office who have already led a comparable cycle, including those not actively looking.
LAROZE Pattern™ Assessment. A dual perspective on each candidate, conducted prior to any presentation, to answer a single question: will this person succeed in the role within the real context awaiting them?
Targeted, reasoned shortlist. Three to four candidates, each accompanied by a written analysis that the investment committee can include in its file.
Compensation package advisory. Guidance on compensation structure and its alignment with the management package, through to signing.
Guarantee and onboarding follow-up. Replacement guarantee throughout the probationary period, and regular check-ins during the first few months.
An appointment decision documented before closing, not retrofitted afterward.
The roles that shape the trajectory
Executive Management and Governance | Finance and Value Creation | Operations, Sales, and Talent |
|---|---|---|
Chairman, Chief Executive Officer, Deputy CEO, Operating Partner/Investment Director, Independent Director, and Supervisory Board Member. | Chief Financial Officer, Head of Financial Planning & Analysis, Head of M&A and Build-ups, Chief Transformation Officer. | Chief Operating Officer, Industrial Director, Chief Commercial Officer, Chief Development Officer, Chief Human Resources Officer, Chief Information Officer. |
Leaders who understand the timeline constraints of a fund—and embrace them.
Recruitment aligned with your investment timeline
Scoping with the fund and portfolio company. Review of the value creation plan, timeline constraints, and expected governance profile.
Mapping the hidden market. Identification of executives currently in office who have already led a comparable cycle, including those not actively looking.
LAROZE Pattern™ Assessment. A dual perspective on each candidate, conducted prior to any presentation, to answer a single question: will this person succeed in the role within the real context awaiting them?
Targeted, reasoned shortlist. Three to four candidates, each accompanied by a written analysis that the investment committee can include in its file.
Compensation package advisory. Guidance on compensation structure and its alignment with the management package, through to signing.
Guarantee and onboarding follow-up. Replacement guarantee throughout the probationary period, and regular check-ins during the first few months.
An appointment decision documented before closing, not retrofitted afterward.
Your contact person for this expertise
Thomas Rozier
Founder of Laroze Partners
He built his initial expertise in financial and strategic consulting before expanding into tech and then healthcare. He works with investment funds and their portfolio companies on roles that drive the investment thesis: executive leadership, financial management, and operations.
Chat with Thomas Rozier
Your contact person for this expertise
Thomas Rozier
Founder of Laroze Partners
He built his initial expertise in financial and strategic consulting before expanding into tech and then healthcare. He works with investment funds and their portfolio companies on roles that drive the investment thesis: executive leadership, financial management, and operations.
Chat with Thomas Rozier
Discover the LAROZE Pattern™ Method
An executive search approach designed for the most structural decisions.
Discover the LAROZE Pattern™ Method
An executive search approach designed for the most structural decisions.
Discover the LAROZE Pattern™ Method
An executive search approach designed for the most structural decisions.
Our articles on this sector
Our articles on this sector
Our articles on this sector
AI and Consulting: Avoiding Groupthink in Executive Teams
AI and Consulting: Avoiding Groupthink in Executive Teams
Executive compensation in consulting: France vs. United States
Executive compensation in consulting: France vs. United States
Mergers and acquisitions: impacts on executive recruitment
Mergers and acquisitions: impacts on executive recruitment
Executive search market: analysis of the 2nd quarter of 2026
Executive search market: analysis of the 2nd quarter of 2026
Recruiting an executive in China: Why the hukou decides before the package?
Recruiting an executive in China: Why the hukou decides before the package?
Our other sector expertise
Executive Search in Healthcare, Pharma & Biotech
Recruiting leaders capable of accelerating innovation, access to care, and sustainable growth.
Executive Search for Tech, SaaS & Generative AI
Technology leaders to transform innovation into a sustainable and measurable competitive advantage.
Executive recruitment for Retail & Specialty Distribution
Visionary leaders to reinvent business models and the omnichannel customer experience.
Executive Recruitment in Luxury, Wines & Spirits
Exceptional leaders to consolidate unique houses and develop their international desirability.
Recruitment of CSR, ESG & CSRD leaders
Leaders committed to transforming sustainable ambitions into credible performance trajectories.
Our other sector expertise
Executive Search in Healthcare, Pharma & Biotech
Recruiting leaders capable of accelerating innovation, access to care, and sustainable growth.
Executive Search for Tech, SaaS & Generative AI
Technology leaders to transform innovation into a sustainable and measurable competitive advantage.
Executive recruitment for Retail & Specialty Distribution
Visionary leaders to reinvent business models and the omnichannel customer experience.
Executive Recruitment in Luxury, Wines & Spirits
Exceptional leaders to consolidate unique houses and develop their international desirability.
Recruitment of CSR, ESG & CSRD leaders
Leaders committed to transforming sustainable ambitions into credible performance trajectories.
Our other sector expertise
Executive Search in Healthcare, Pharma & Biotech
Recruiting leaders capable of accelerating innovation, access to care, and sustainable growth.
Executive Search for Tech, SaaS & Generative AI
Technology leaders to transform innovation into a sustainable and measurable competitive advantage.
Executive recruitment for Retail & Specialty Distribution
Visionary leaders to reinvent business models and the omnichannel customer experience.
Executive Recruitment in Luxury, Wines & Spirits
Exceptional leaders to consolidate unique houses and develop their international desirability.
Recruitment of CSR, ESG & CSRD leaders
Leaders committed to transforming sustainable ambitions into credible performance trajectories.
CONTACT
Let's talk about your next recruitment
Outline your needs in a few lines. Your request will be treated with the strictest confidentiality.
CONTACT
Let's talk about your next recruitment
Outline your needs in a few lines. Your request will be treated with the strictest confidentiality.
CONTACT
Let's talk about your next recruitment
Outline your needs in a few lines. Your request will be treated with the strictest confidentiality.