
Francisco Partners Ranked #1 by HEC Paris-Dow Jones as the Top Global Large Buyout Performer in 2024
'We are honored to once again be recognized by HEC Paris-Dow Jones as the top-performing global private equity firm,' said Dipanjan 'DJ' Deb, FP's CEO and Co-Founder. 'This award reflects the entire FP team's relentless hard work and dedication to excellence. While this data reflects our achievements over the past 15 years, we recognize that past performance does not ensure future success, and we are constantly focused on never taking anything for granted. All of us at FP are thankful to our limited partners who have invested with our firm over the past 25 years. We are grateful to the portfolio executives, founders and employees who have helped us deliver industry leading results. Ultimately, our success is the result of the founders and leaders of the FP portfolio executing on their visions.'
Since 2009, HEC Paris and Dow Jones have collaborated to provide rankings of PE Firms based on their historic performance and expected future competitiveness respectively. The HEC Paris-Dow Jones Private Equity Performance Ranking is the annual quantitative performance ranking created by HEC Paris Business School and Dow Jones and is authored by HEC Paris strategy professor Oliver Gottschalg. For the 2024 rankings, HEC Paris analyzed performance data from 649 PE firms and the 2662 funds they raised between 2011 and 2020 with an aggregate equity volume of $2.29 trillion.
About Francisco Partners
Francisco Partners is a leading global investment firm that specializes in partnering with technology and technology-enabled businesses. Since its launch over 25 years ago, Francisco Partners has invested in over 450 technology companies, making it one of the most active and longstanding investors in the technology industry. With over $50 billion in capital raised to date, the firm invests in opportunities where its deep sectoral knowledge and operational expertise can help companies realize their full potential. For more information on Francisco Partners, please visit www.franciscopartners.com.
*For further detail on this 2024 HEC ranking, including the study's methodology, please see the complete performance rankings, published February 6, 2025:.
The HEC rankings referenced above and below are the opinion of the respective parties conducting the rankings, and are not representative of any client experience. Past performance and such rankings are not indicative or a guarantee of future results. For further detail on the 2024, 2023, 2022, 2021, and 2020 rankings, including methodology, please visit each link for the complete performance rankings: 2024 study, 2023 study, 2022 study, 2021 study, and 2020 study
. These rankings analyzed aggregate performance based on buyout funds raised between 2011 and 2020 (2024 study), 2010 and 2019 (2023 study), 2009 and 2018 (2022 study), 2008 and 2017 (2021 study), and 2007 and 2016 (2020 study) by managers who had raised at least $5 billion (2024-2023 studies) and $3 billion (2022-2020 studies) in aggregate, had 10 observation years (sum of the age of all funds), and had at least two funds raised between 2011-2020 (2024 study), 2010-2019 (2023 study), 2009-2018 (2022 study), 2008-2017 (2021 study), and 2007-2016 (2020 study) with full performance available. The criteria were applied to 649 (2024 study), 632 (2023 study), 563 (2022 study), 517 (2021 study), and 529 (2020 study) private equity firms which reported performance to HEC or for which Preqin data was available, resulting in a ranking of 111 firms (2024 study), 101 firms (2023 study), 75 firms (2022 study), 64 firms (2021 study), and 102 firms (2020 study). Such rankings should not be considered an endorsement of FP. There can be no assurance other surveys would reach the same conclusions as the foregoing.
Whit Clay
SOURCE: Francisco Partners
Copyright Business Wire 2025.
PUB: 02/10/2025 12:00 PM/DISC: 02/10/2025 12:02 PM
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Wall Street Journal
18 hours ago
- Wall Street Journal
Long U.S. Treasury Yields Ease; Fed Rate Cut Isn't Imminent
0617 GMT – Long-dated U.S. Treasury yields are little changed in European hours, while there was no cash trading in Tokyo on Japanese holiday. Following last week's CPI print for June, money markets continue to rule out an interest-rate cut by the Federal Reserve in July, according to LSEG. 'I think we could see a rate cut in September, and possibly another reduction in December,' FP Markets' Aaron Hill says in a note. However, 'this all ultimately depends on how the data performs and the impact that tariffs have had,' he says. The two-year Treasury yield is flat at 3.877%, while the 10-year yield is down 1.5 bps at 4.414%, according to Tradeweb. ( 0606 GMT – German Bunds are likely to stabilize further this week, with buyers entering at levels about 2.70% for the 10-year Bund, say Commerzbank Research's Hauke Siemssen and Erik Liem in a note. 'In Bunds, 10-year yields got repeatedly bought above 2.70%, with the steepening mostly driven by the weak ultra-long end,' the rates strategists say. Shaky risk sentiment and subdued purchasing manager indexes are likely to provide support, they say. This would also cap a rise in yields. Flash estimate purchasing managers' data for July for France, Germany and the eurozone are due on Thursday, prior to the European Central Bank's interest-rate decision later that day. The 10-year German Bund yield closed at 2.699% last Friday, according to Tradeweb. (
Yahoo
6 days ago
- Yahoo
Vena Once Again Named SPARK Leader in the SPARK Matrix Cloud Financial Planning and Analysis 2025
Vena Copilot agentic AI solution noted as a major strength as Vena reaffirms its leadership in cloud FP&A TORONTO, July 16, 2025--(BUSINESS WIRE)--Vena, the only Complete FP&A platform powered by agentic AI and purpose-built to fully amplify the Microsoft technology ecosystem, has been recognized as a SPARK Leader in the SPARK Matrix Cloud Financial Planning and Analysis 2025, ranking again as one of the top two providers by technological excellence. This continued recognition from QKS, based on its in-depth analysis of cloud financial planning and analysis vendors and its industry knowledge, signifies Vena's ongoing leadership as a future-forward, AI-focused platform designed to scale with the growing responsibilities of the office of strategic finance. Vena placed among the leaders in both the technological excellence and customer impact rankings, with Vena Copilot for FP&A standing out as one of the major differentiators. Vena Copilot, built from the start as an agentic-AI-capable solution, orchestrates the operations of both the Vena Analytics and Vena Reporting agents, with additional agents planned for release in the near future. Most recently, Vena Copilot received Microsoft Teams support, bringing agentic AI directly into financial professionals' everyday workflow. "Vena's second straight year of Technological Excellence leadership is all the more impressive given the increased competitiveness and need for technological differentiation in the cloud FP&A space. We designed our entire platform, Vena Copilot included, for maximum flexibility to accommodate both changes in the technology available and the role of strategic finance alike, and that adaptability is a major reason our customers come to and stay with Vena," said Hugh Cumming, CTO, Vena. "We're honored by QKS' recognition and plan to use their findings to continue fueling our innovations to help customers navigate this market volatility and go from good to great." Vena's technological and operational flexibility positions it well to lead the next generation of AI-augmented, autonomous enterprise performance management. With a vast library of native integrations and API connectors, QKS writes the platform has "deep, bi-directional data connectivity across ERP and CRM ecosystems," connecting finance to other strategic functions and easily ingesting data for improved AI-driven insights, analysis and reporting across industries. Furthermore, Vena's extended planning (xP&A) and Beyond Planning solutions give the platform additional use cases, offering more strategic functions, such as operations, the same smooth experience. "We are proud to acknowledge Vena as a SPARK Leader in the Cloud Financial Planning and Analysis 2025," said Akhilesh Vundavalli, Senior Analyst at QKS Group. "Vena's top ranking for Technology Excellence emphasizes its strong AI implementation via solutions like Vena Copilot, its continued focus on robust integrations with the Microsoft ecosystem and other key enterprise software platforms, and its readiness for the new cross-functional age of finance." From high-growth startups to global enterprises, finance and operations teams are turning to Vena to unify their planning in a single platform that's fast to deploy, flexible to use and powered by the tools finance teams already trust—Excel, Power BI, Teams and more. With agentic AI, real-time analytics and a seamless Microsoft-native user experience, Vena empowers finance leaders to go beyond the numbers and make confident, insight-driven decisions that move their business forward. To learn how companies are planning with confidence using Vena, visit our Customer Stories. About Vena Vena is the only agentic AI-powered FP&A platform purpose-built to harness the full power of the Microsoft technology ecosystem for finance teams everywhere. Vena amplifies Microsoft's world-leading productivity tools, cloud technology and AI innovation to make FP&A, operational planning and adjacent strategic processes more flexible, efficient and intelligent. Thousands of the world's leading companies rely on Vena to power their planning. For more information, visit View source version on Contacts Media Contact:For immediate inquiries or more details regarding our latest business news, please contact: Jonathan PaulVice President, Content Marketingjpaul@
Yahoo
28-06-2025
- Yahoo
How EY's finance transformation team is approaching AI strategy
This story was originally published on To receive daily news and insights, subscribe to our free daily newsletter. As finance leaders face pressure to modernize and deliver ROI on their spending on technology and consulting, EY's finance transformation team is focused on putting emerging technologies to work not just for clients, but inside the firm itself. The team, led by Deirdre Ryan, global finance transformation leader, is playing a dual role: Helping CFOs navigate AI adoption while also piloting those same tools internally across EY's finance and consulting functions. In a recent interview inspired by her session at the Gartner Finance Executive Conference last month, Ryan explains how EY is using agentic AI to reshape FP&A workflows and why being 'client zero' is critical to building credibility in the market. She also discusses how CFOs can avoid repeating past mistakes from automation efforts, what it takes to lead a finance organization through transformation and how to do so with clarity, purpose and psychological safety. Global Finance Transformation Leader, EY Notable previous employers: Deloitte Dontech Dun & Bradstreet This interview has been edited for brevity and clarity. DEIRDRE RYAN: We feel very strongly that we have to be client zero. If we're going to advise clients on new technologies, we need to understand them ourselves and use them in real scenarios. We created a platform called EYQ. It's essentially a private environment where our people can interact with large language models securely. We made it accessible on laptops and mobile devices, and it's helped our consultants build hands-on understanding of the tools we're asking clients to adopt. As of recently, we've had over 150,000 consultants using it globally. It's one of the largest private LLMs in the world that EY developed in-house. In finance specifically, we've been building and piloting an agentic AI solution for FP&A. It looks like a normal dashboard, but what makes it powerful is that as actuals come in, it generates AI-driven insights automatically. That's helpful, but the real impact comes from scenario planning. It's built on driver-based forecasting, so we've identified the variables most correlated with forecast accuracy. You can adjust those and instantly see how the outlook changes. It goes even further. We've modeled it so that there are three AI agents working like analysts, with a manager agent that synthesizes and returns the best answer. You can ask something like, 'What would a one percent drop in GDP do to our forecast?' and it does the work. It's not removing human oversight — someone still has to take action — but it's changing the way FP&A work gets done. One client saw it and said, 'I have an army of silent FP&A analysts now.' That stuck with me because that is where the function is headed. That brings up another important point. Psychological safety is something we talk about a lot. When tools like this are introduced, it's natural for teams to wonder what it means for them. They may worry their work is being replaced or question what their future looks like in the function. This is where leadership matters. People entering the workforce today don't want to spend three days in Excel. They want to work with tools that help them think and act strategically. If you're in FP&A and you're given the choice between spending days building a model in spreadsheets or using agentic AI to get that answer instantly and then focusing your time on what to do about it, people are going to choose the latter. That's how you retain talent. If finance doesn't evolve, it risks losing its best people. So yes, we're advising clients on these tools, but we're also living it internally. We're applying it ourselves, and we're navigating the same leadership, talent and change management conversations that our clients are. That's what being client zero means. It's difficult for CFOs today because they still play a very traditional role. They must protect and preserve the assets of the organization and mitigate risk, but now they're being asked in a meaningful way to drive innovation within finance and across the enterprise. They need to understand disruptive technology well enough to make smart capital allocation decisions and guide the business forward. So, CFOs have to start getting their hands dirty. A lot of people I meet have seen demos or presentations, but haven't used the tools themselves. You have to understand the capabilities. Start small — maybe it's a proof of concept to help your team come up the learning curve — but that gives you insight into what these technologies can do. And from there, you can ask the bigger question: How do we apply this in a meaningful way to our finance organization? That's why our team tells CFOs to not just look at the tech, but think about the end game. What do you want your finance function to look like once you've integrated these tools? You have to do some things in parallel, which is tough because CFOs are already being asked to do so much. But this is one of those areas where you can't afford to take a one-track approach. You don't want to repeat what happened with robot process automation. Very few companies realized the value they expected. It became very democratized — people used it to automate a few hours of work here or there — but it didn't lead to large-scale transformation. That's the risk with AI and generative AI. The technology is unbelievably powerful, but without a strategy, you end up with fragmented efforts. You have to ask: Where is the puck going to be, and how do we get there? That means setting a clear end state, helping your finance team come up the learning curve, and avoiding what I call death by a thousand cuts — a little pilot here, a tool there, but no cohesive vision. So, yes, you want experimentation, and maybe that's informal — sharing a cool use case in a meeting. But it also needs to be backed by a very intentional strategy tied to how your finance function delivers value. For this, there are two big buckets I talk about with CFOs. One is productivity, and yes, you can absolutely drive productivity using these tools. We have great examples of that. And honestly, any of my competitors could give you the same 200 use cases for technology within finance. So I'm not saying that's a bad thing, but many of those use cases have been around for a long time. So if you're going to pursue productivity, you need to ask where you're going to get the biggest ROI. What's going to move the needle? The second bucket, and this is where I think the real value is, is decision insight. That's about using these tools to provide better analysis that helps your peers in the C-suite make smarter, faster decisions. And while that's much harder to quantify, I think it's equally important. Sometimes I ask CFOs to imagine a scenario. Let's pretend your data is perfect, it comes in on time and everything is consistently defined. Of course, that never happens, but let's just pretend. What is the kind of analysis you'd want to do on demand that could give you a competitive advantage? And it's interesting, because many CFOs haven't even had the [capacity] to think that way. They're so tied to traditional metrics like revenue and profitability that they haven't had the chance to ask, 'If I had access to better data and AI tools that let me explore it faster, what decisions could I make differently?' That kind of thinking is where AI can really change the game for finance. I think it depends on what you mean by 'a single source of truth'. We all know CFOs need to ensure the financial statements are accurate. And with technology of all types, there has to be a level of trust that the data is producing results that fairly represent the performance of the organization. Do I know any company whose data is 100% perfect all the time? No. Especially not large, acquisitive organizations. But what I always tell clients is, you have to prioritize. Not every data point needs to be perfect, but the ones that drive the most value do need to be consistently defined and captured across the enterprise. You could spend the next 10 or 20 years cleaning data, and it still wouldn't be perfect. The better approach is to identify the data that will drive meaningful analysis and ensure that it's reliable. That way, when you present insights to the executive team, you have confidence in the underlying information and the decisions it supports. It's about being intentional. Know what value you're trying to unlock, and focus on the data that supports that value. Recommended Reading How PwC's tax team is using agentic AI Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data