What Private Equity Firms Get Right (and Wrong) About Video

Video in private equity still sits in a weird place. Everyone knows it’s powerful. Everyone knows it’s increasingly expected. But most firms still don’t know exactly how to use it—or how not to. As a result, a lot of GPs end up investing in video without a clear strategy, or avoiding it altogether because the bar feels too high.

But the firms that get it right are doing something simple: they stop trying to make it about themselves. The most effective video content in private equity is built around third-party validation. Founders. Sellers. Management teams. Portfolio executives. The message isn’t “we’re great.” It’s “look at what we did together.”

Below, we’ve outlined what works, what doesn’t, and how to actually think about video as part of a broader brand system—not just a one-time asset.

What works: video types that actually deliver

Founder and seller interviews

There is nothing more effective than hearing directly from a founder who sold their company and had a good experience. That’s the audience most GPs care about convincing, and that’s the voice that carries the most weight. You’re not telling people you’re founder-friendly. You’re showing it.

These videos also serve a secondary purpose. They reduce anxiety. They help humanize what can feel like a cold, transactional process. When someone is evaluating whether to sell their business to a PE firm, seeing a peer speak candidly about the experience builds a level of comfort that no pitchbook can offer.

Portfolio company spotlights

These work for every audience. They show what you do post-close. They demonstrate progress. They help LPs visualize impact. They give management teams something to be proud of.

In real estate, the use case is obvious—think before and after transformation, time-lapse, or walkthrough footage. But in any sector, there’s value in putting a camera on the work itself. It’s a simple way to say: “Here’s what your capital helped us do.”

AGM and investor-facing content

This is where video has already found traction. A lot of larger firms already do it. And for good reason. AGMs can be heavy on slides and light on energy. A short video segment—whether it’s a site visit, a team feature, or a company update—can make the experience feel much more grounded.

Fund strategy explainers (in select cases)

Most firms don’t need these. If you’re doing middle-market buyouts or core-plus multifamily, your audience probably knows the model. But if you’re introducing a truly new asset class or an unfamiliar strategy—like Ranchland Capital Partners did—a strategy video can be a smart tool for educating both institutional and HNW investors.

Recruiting or internal culture videos

These are optional. If it’s authentic to the firm and there’s a real use case, great. But not every team needs to be making day-in-the-life content. It’s a nice-to-have, not a core deliverable.

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What doesn’t work: the usual mistakes

“About the firm” reels

These often miss the mark. The messaging is self-promotional. The production is too long. And the content becomes outdated the moment someone on-camera leaves the firm.

Unless it’s executed with serious editorial talent, this type of video tends to feel like a corporate history project, and not in a good way.

Trying to be slick without the budget

High production value is a good thing. But if you’re trying to look like McKinsey and you’re spending $8,000, the gap will be obvious. That hurts more than it helps.

In our experience, there’s a sweet spot for two-day shoots:

• $50–75K all-in for high-quality production, editing, and light travel
  
  
• Under $10K is too little
  
  
• Over $200K is too much for most firms
  
  
• Most of the cost is per-day shooting and post-production
  
  

If you want to do it right, plan accordingly.

Making it about the firm instead of the audience

This is the classic mistake. The video starts and ends with “we’re great” and never once addresses what the viewer actually cares about. Whether you’re talking to investors or founders, the point is to show what it’s like to work with you—not to recite your firm’s values.

Poor integration with your other materials

If a video looks four years newer than your website—or worse, four years older—it’s going to stand out in the wrong way. It doesn’t need to match your pitchbook visuals, but it should speak the same language. Consistency matters.

Bad production quality

Same rules as your website, your pitchbook, or your branding. If it’s not top quartile, it’s a liability. Berkshire Hathaway can get away with a bare-bones website. You can’t.

Scripted or unscripted? It depends.

We’ve done both. I’ve done both. The videos on Darien Group’s site are fully scripted—I wrote the copy, practiced it, and shot it myself. It works because I knew how to make it sound like I was speaking, not reading. But that’s not something most clients are comfortable with or good at.

On the flip side, we’ve run plenty of unscripted shoots where we gave interview questions ahead of time, and some people absolutely nailed it. Others froze.

Scripting tends to be cleaner, but risks sounding stiff. Unscripted footage can be more authentic, but takes more editing and has less control. In the end, performance is what drives everything. The right approach depends on the speaker.

How video should fit into the brand system

Historically, firms have treated video like a “hero asset.” One polished clip. For the homepage. Evergreen. Left untouched for four years.

The better approach is to treat it as an ongoing program. One that feeds your website, your AGM, your LinkedIn strategy, and your pitch materials. It doesn’t have to be constant. But it should be annual. You shoot two or three pieces each year. You build a library. You refresh and retire content over time.

That’s the long-term advantage. Video isn’t a fix. It’s a competency.
Just like branding itself, the goal is to develop the muscle. Not to bolt something on when it feels like a problem. You don’t go to the gym because you’re injured. You go because fitness compounds over time.

The firms that understand that—the ones who treat brand and content and video as strategic levers, not repair jobs—are the ones who will look differentiated two years from now. Everyone else will be playing catch-up.

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The State of Play: Everyone’s Posting, But No One’s Saying Much

Scroll through LinkedIn and you’ll see a clear pattern in how private equity firms use the platform. Most posts fall into one of three categories:

1. Announcements: New acquisitions, exits, fundraises, office openings, or hires—often just press releases pasted into a post with a short caption.
   
   
2. Event snapshots: Team dinners, off-sites, and conferences. “Great to see everyone. Looking forward to what’s ahead.”
   
   
3. Media reposts: A founder was quoted somewhere. A partner appeared on a panel. Someone wrote an article. The firm shares the link, maybe adds a sentence, and hits publish.
   

That’s most of what’s happening. And while there’s nothing wrong with any of it, none of it is especially memorable or differentiated. It’s LinkedIn as a corporate Instagram feed. A kind of passive visibility, but not much else.

Why the Industry Is Holding Back

There are good reasons private equity firms aren’t flooding LinkedIn with commentary. The communications function is usually tight. Most people at the firm know they can’t just post freely—they’re representing the brand, and they’re cautious.

Then there’s the cultural side. The industry has long defaulted to silence. When you think of “private equity thought leadership,” you probably think of Howard Marks at Oaktree. His memos became legendary, but they were something very specific: market commentary. Forecasts. Interpretations of macroeconomic cycles. That’s a different beast.

Ray Dalio does this now too. Barry Sternlicht goes on CNBC and gives his take. But those are rare examples. Most firm leaders aren’t putting out public views on where the market is headed. And that’s completely understandable. That kind of content has to come from the top, and it involves real reputational risk. The audience is wide, the stakes are high, and the margin for being wrong is thin.

So the bar has stayed high. The industry has stayed quiet. And most firms have avoided public platforms entirely, except to share formal updates or safe announcements.

The Missed Opportunity: Don’t Be a Thought Leader. Be a Journalist.

Most firms don’t need to be contrarians or forecasters. They just need to do a better job documenting what they already know.

There’s no shortage of activity inside a private equity firm:

• Acquisitions and add-ons
  
  
• Geographic expansion
  
  
• Portfolio company growth
  
  
• Operational improvements
  
  
• Key hires and leadership transitions
  
  

But almost none of that shows up on LinkedIn in a way that builds brand equity. When it does, it’s usually a one-liner or a recycled quote from a press release.

Instead of trying to be pundits, firms should act more like journalists of their own work. Surface what’s already happening. Share the stories behind the updates. Give the audience a little more context, texture, and proof.

What That Could Look Like

1. Five questions with a portfolio executive‍

A short, repeatable interview format that shows the people behind the businesses. Share their perspective, how they think about growth, what they’ve seen since partnering with the firm.

2. Milestone breakdowns‍

When a company opens a new location or launches a new service, explain why it matters. Keep it short, but informative. It helps reinforce strategy without bragging.

3. Portfolio company spotlights‍

Pick one company and write three sentences in plain language about what they do and why they fit the thesis. Not a bio. Not marketing copy. Just clarity.

4. Better use of visuals‍

Skip the dinner photos. Instead, use real photos from operations, team events inside portfolio companies, or even abstract visuals that tie back to the firm’s identity. If your sector isn’t visually interesting, be deliberate about tone and styling.

The goal isn’t volume. It’s intention.

You Don’t Need to Be Flashy. You Just Need to Be Clear.

The firms that win on LinkedIn in 2025 won’t be the loudest. They’ll be the ones whose content matches what they claim to do.

Operational involvement doesn’t mean anything if no one can see it. If your differentiator is your depth with founders, your portfolio growth strategy, or your sector insights, you need to show it. Not once a year. Not as a footnote. Consistently and clearly.

That’s not risky. That’s smart brand building.

And it’s what the best firms are starting to figure out.

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What is AI-Optimized Content for Private Equity Firms?

AI-optimized content for private equity firms is material designed to be understood, indexed, and surfaced by large language models (LLMs) such as ChatGPT, Claude, and Gemini. Unlike traditional SEO copy that chases keywords and rankings, AI-optimized content anticipates natural-language questions, provides clear and verifiable answers, and conveys a firm’s strategy, track record, and differentiators in a format AI systems can easily interpret. For private equity executives, this shift transforms content from a marginal marketing exercise into a strategic visibility asset.

Why Does AI-Optimized Content Matter Now?

For decades, SEO was largely irrelevant in private equity because sellers did not search for firms on Google and LP relationships formed offline. LLM adoption has changed that dynamic. Stakeholders—ranging from founders and registered investment advisors to family offices and intermediaries—are now asking AI tools direct questions about market players, sector focus, and founder-friendliness. If a firm has not published relevant, substantive content, it risks invisibility in AI-generated responses that increasingly influence decision-making.

How do LLMs Change Content Discovery?

LLMs differ from search engines by delivering direct answers rather than lists of links. A founder might ask, “Which private equity firms specialize in RIA roll-ups?” or “Who has done deals in niche manufacturing?” If a firm’s website contains narrative, example-rich explanations that LLMs can parse, that content is more likely to be cited in the answer. This advantage extends beyond deal origination—AI-enabled discovery will also influence LP validation, banker recommendations, and competitive positioning.

What Content Formats are Most Effective for LLM Visibility?

Content that is educational, narrative-driven, and free from excessive marketing language performs best for LLM comprehension. Case studies, founder stories, sector overviews, and transparent explanations of investment philosophy are high-value formats. These pieces should demonstrate how the firm operates, the types of companies it partners with, and the results achieved. Unlike time-sensitive market commentary, evergreen narratives maintain relevance, ensuring that LLMs continue to surface them long after publication.

How Should Private Equity Firms Balance Specificity and Discretion?

The most credible AI-optimized content avoids vague generalities and focuses on tangible details. Instead of simply claiming to be “founder-friendly,” firms should illustrate that claim with actual portfolio experiences, leadership testimonials, or concrete deal structures—while omitting sensitive financial or competitive intelligence. Specificity builds trust with both human and AI evaluators, helping to differentiate the firm from competitors who rely on broad, interchangeable statements.

Why is AI Content Readiness a Strategic Investment?

Even if immediate AI mentions seem optional, developing AI-optimized content builds long-term marketing resilience. Firms that invest now create a foundational narrative they can scale quickly when market conditions shift, whether due to changes in LP composition, competitive deal processes, or public exposure. As with the pivot to digital presence during the COVID-19 pandemic, those with a pre-existing content infrastructure will adapt faster and with greater credibility than those starting from zero.

How Can Firms Begin Creating AI-Optimized Content?

Private equity firms do not need to become media companies to succeed. The starting point is publishing one or two well-crafted pieces per year that clearly state what the firm does, who it serves, and how it operates. Authenticity matters more than volume or polish. By building this baseline and maintaining consistency, firms ensure that LLMs can associate their name with specific capabilities, sectors, and cultural attributes—strengthening visibility and influence in the evolving digital diligence process.

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What is a Private Equity Website?

A private equity website is a digital platform that communicates a firm’s identity, investment approach, and track record to multiple stakeholder audiences—including limited partners (LPs), sellers, management teams, and intermediaries. In today’s market, the website functions as an early-stage diligence tool, shaping perceptions before any formal conversations occur. It is no longer a static “about us” page; it is a brand-defining, credibility-testing, and deal-filtering mechanism that operates continuously.

How do Websites Influence Early-Stage Diligence?

Stakeholders now form initial judgments within the first 90 seconds of visiting a private equity website. LPs validate the messaging they have heard from placement agents, assessing whether the site reflects institutional discipline. Sellers evaluate whether the firm understands their business and has executed relevant deals. Bankers quickly determine whether the firm is a qualified buyer for a transaction. These quiet but decisive impressions directly affect whether opportunities progress or stall before a pitch deck is even requested.

Why Must Websites Address Multiple Audiences?

A modern private equity website must balance the expectations of distinct audiences without diluting the firm’s message. Historically, sites catered primarily to LPs, but market dynamics now place equal weight on seller and intermediary perceptions. LPs seek clarity and professionalism; founders look for transparency and cultural compatibility; bankers want quick, decisive signals about deal fit. Effective sites address these needs simultaneously, ensuring each visitor finds relevant proof points while the overall brand voice remains consistent.

What Design and Content Choices Impact Credibility?

Both visual and conceptual factors influence how stakeholders interpret a private equity website. Outdated layouts, generic stock imagery, or vague copy undermine credibility. Conversely, intentional design, sector-relevant deal examples, and clear articulation of value proposition strengthen trust. Omission can be as damaging as poor execution—absence of deal descriptions, culture narratives, or leadership visibility leaves visitors with unanswered questions about the firm’s capability and character.

How Does a Website Serve as a Brand Platform?

When aligned with a coherent brand strategy, the private equity website becomes the central reference point for tone, design, and messaging across all firm communications. A well-crafted site anchors visual identity, establishes a consistent narrative structure, and reinforces positioning in every investor presentation and marketing touchpoint. Even seemingly minor elements, such as the homepage tagline, carry weight—making thousands of impressions over time and serving as a shorthand for the firm’s strategic focus.

Why is Clarity More Valuable Than Conformity?

Generic slogans like “Building great businesses” fail to differentiate in a competitive market. The most effective private equity websites prioritize specificity and audience relevance over formulaic language. In 2025, a functional online presence is not enough; the site must clearly communicate who the firm is for, the sectors it serves, and the outcomes it delivers. This clarity accelerates trust-building, improves stakeholder alignment, and positions the firm as a preferred partner in both capital-raising and deal execution.

What is Audience-Focused Messaging in Private Equity?

Audience-focused messaging in private equity is the strategic practice of tailoring a firm’s communications to distinct stakeholder groups, recognizing that each has unique priorities, motivations, and decision-making criteria. Rather than broadcasting a generic message to “everyone,” this approach defines who the firm is for, clarifies the value it delivers, and ensures that investors, sellers, management teams, and intermediaries each see their own needs addressed. Precision in messaging not only improves understanding but also strengthens credibility in competitive markets.

Why is Stakeholder Segmentation Essential for Messaging?

Private equity firms interact with multiple, diverse audiences. On the investor side, limited partners (LPs) range from pension funds and endowments to family offices and high-net-worth individuals, each with varying focus areas such as ESG, liquidity, or return profiles. On the transaction side, sellers, management teams, and investment banks assess potential partners through their own lenses—whether it’s deal structure, cultural fit, or execution track record. Messaging that recognizes these distinctions signals sophistication and increases engagement from all sides of the deal ecosystem.

How Should Messaging Address Transaction Audiences?

Transaction audiences—sellers, management teams, and bankers—require clarity on deal criteria, value-creation approach, and partnership philosophy. A founder selling a business after decades of ownership evaluates potential partners differently than a corporate executive executing a divestiture. Bankers filter opportunities based on how clearly a firm articulates its deal sweet spot; if they cannot summarize it in seconds, they are less likely to make introductions. Messaging for this audience should make it easy for counterparties to identify the firm as a natural fit for their transaction.

What Role Does Specificity Play in Effective Messaging?

Specificity transforms brand positioning from generic to memorable. Constellation Wealth Capital, for example, differentiated itself by focusing exclusively on acquiring businesses in the registered investment advisor (RIA) and wealth management space. This clarity made the firm’s strategy immediately understandable to LPs and attractive to prospective portfolio companies. In contrast, broad and unfocused positioning risks diluting recognition, making it harder for stakeholders to connect the firm’s name with a clear area of expertise or value proposition.

How Does Marketing Differ From Fund Documentation?

Fund documentation defines what a private equity firm can do, whereas marketing defines what the firm wants to be known for. While fund terms may allow investment outside the stated brand focus, marketing should still present a consistent, intentional identity. This separation gives firms flexibility in deal execution while maintaining a clear market presence. Effective marketing emphasizes target audiences, preferred deal types, and the value the firm consistently delivers, without undermining the strategic breadth defined in fund documents.

Why Does Clarity Outperform Generic Sophistication?

In private equity, the most effective messaging systems prioritize clarity over cleverness. The goal is to make it immediately apparent what types of LPs, sellers, and companies the firm serves, and the outcomes it creates. Clarity accelerates trust-building, enables better deal flow from intermediaries, and fosters stronger alignment with investors. By leading with direct, audience-specific value statements, firms create a differentiated position in the minds of stakeholders who have many competing options.

Which Metrics Prove a Pitchbook is Working?

An effective private equity pitchbook demonstrates its value in the fundraising process. Early-stage metrics include faster-moving first meetings, deeper follow-up conversations, and reduced need to re-explain the strategy. Later indicators include higher LP conversion rates and shorter diligence cycles. When the narrative lands, the firm’s positioning is consistently understood and repeated by LPs—often verbatim—which signals message stickiness.

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What is a Brand Audit in Private Equity?

A brand audit in private equity is a structured review of how a firm’s identity, messaging, and materials align with its current strategy, performance, and market positioning. The purpose is not always a full rebrand but to identify gaps where targeted improvements can strengthen credibility with limited partners (LPs), sellers, management teams, and other stakeholders. In a sector where strategies, sectors, and teams evolve rapidly, a three-year cadence ensures the brand accurately reflects who the firm is today and where it is headed.

Why do Private Equity Brands Fall out of Sync With Reality?

Private equity firms often delay brand updates for five or more years because marketing resources are limited and focused on urgent deliverables like fundraise materials or data room preparation. Over time, this leads to a widening gap between operational reality and external presentation. That gap becomes visible in LP due diligence, founder meetings, and competitive pitch processes. Given the pace of industry change, a brand left untouched for more than three years risks signaling stagnation rather than momentum.

How Does a Brand Audit Work?

A brand audit begins with a full inventory of the firm’s positioning, materials, and digital presence. This includes reviewing changes in strategy, sectors, and goals since the last update. Both LP-facing and transaction-facing materials should be assessed, alongside internal tools such as recruitment decks and culture documents. The goal is to separate what still works from what is outdated, identify missing assets, and determine whether the brand requires a complete overhaul or incremental investment to maintain relevance and authority.

What Happens After the Audit?

Post-audit outcomes typically fall into two categories. The first is a full overhaul, required when the firm’s website, pitchbook, and other materials feel dated and disconnected from current operations. This involves revisiting strategy, messaging, and design from the ground up. The second is incremental investment, where the brand’s core identity is sound but specific enhancements—like refreshed one-pagers, richer website content, or a LinkedIn content strategy—can build equity over time. The latter approach turns branding into an ongoing competency rather than a periodic project.

Why is Content a Critical Factor in Brand Health?

Content, especially owned content, is often the largest gap uncovered in a brand audit. Many firms underproduce thought leadership, sector insights, or transaction narratives. This absence matters because decision-makers increasingly research firms online before engagement. For sector specialists, publishing a few relevant pieces annually improves visibility in both search engines and large language model queries. In a competitive landscape, content that clearly demonstrates expertise can influence whether a founder or LP sees a firm as a credible, aligned partner.

How Should Private Equity Firms Use LinkedIn in a Brand Refresh?

LinkedIn has become a critical due diligence channel for LPs, with many reviewing a firm’s activity, culture signals, and shared content before committing capital. Yet, many firms post only sporadically and limit content to press releases. A brand refresh should incorporate a deliberate LinkedIn strategy that highlights expertise, showcases portfolio activity, and communicates cultural values. This platform can serve as a low-cost, high-visibility channel for reinforcing positioning and building trust with both investors and deal sources.

What is the Strategic Case for Regular Brand Audits?

As private equity capital access expands to private wealth platforms, high-net-worth channels, and semi-retail investors, the clarity and visibility of a firm’s brand are becoming strategic assets. A disciplined brand audit cycle—ideally every three years—ensures that messaging, materials, and digital touchpoints remain aligned with market expectations. This proactive approach prevents reputational drift, sustains competitive differentiation, and supports capital-raising and deal-sourcing objectives in a faster, more transparent market.

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