A Quiet Rebellion Is Reshaping Private Equity

A Quiet Rebellion Is Reshaping Private Equity

 Founders are asking for more than capital—and some investors are finally listening

For years, the private equity industry has operated under a familiar playbook: acquire, cut, flip. But as scrutiny of these practices intensifies—from hospital systems gutted for short-term gain to legacy companies hollowed out in the name of efficiency—a growing contingent of founders and investors is calling for a different approach.

At the center of that movement is Enventure, a U.S.–India private equity firm led by Ankit Shrivastava. Focused on sectors like healthcare, AI, and industrial technology, Enventure backs family-run and founder-led businesses navigating generational transition. But unlike firms chasing quarterly wins, Enventure is making a case for a slower, more deliberate path to growth.

“We’re rethinking how private equity engages with legacy businesses—through partnership, patience, and long-term alignment,” says Shrivastava. “While we target a 5–6 year exit horizon, transformation can’t be rushed.”

That strategy—often described as long-hold private equity—is gaining traction among a subset of operators disillusioned by the short-termist ethos common in the industry. Rather than extract quick value, firms like Enventure aim to build it over time by doubling down on operational resilience and cultural continuity.

In practical terms, that means embedding alongside founders rather than replacing them. It means investing in modern systems and leadership capacity—especially in businesses that have long relied on gut instinct and informal structures. And it means choosing partners based on values alignment, not just margins.

“Founders today are asking for more than just capital,” Shrivastava notes. “They want strategic support, a steady hand during succession planning, and a partner that understands the weight of legacy.”

That desire is particularly acute in mid-market companies, many of which are family-owned and operate in overlooked geographies or industries. These businesses often represent decades of work—and for their founders, selling isn’t just a financial decision but a personal one. According to data from PwC, 43% of family businesses globally don’t have a formal succession plan in place, despite many owners planning to retire within the next five years.

By extending investment horizons beyond the typical three- to five-year range, long-hold firms create the space for deeper transformation—without the pressure to engineer rapid exits. Advocates say this model leads to healthier cultures, stronger operations, and more sustainable returns.

Still, it’s a minority view in an industry where speed often drives prestige. Private equity funds raised a record $1.2 trillion globally in 2021, according to McKinsey, and many remain focused on short-cycle strategies. But as the market tightens and regulatory scrutiny increases, firms like Enventure are betting that a slower, more founder-centric approach will prove not only more ethical—but ultimately more profitable.

For now, the model is resonating with a particular type of entrepreneur: mission-driven, operationally hands-on, and thinking in decades, not quarters. And for Shrivastava, that’s exactly the point.

“The goal isn’t just returns—it’s building lasting value that outlives our ownership,” he says.

As the private equity landscape continues to evolve, the question may not be whether this model can work—but whether the industry is finally ready to listen.