A rare but surely growing band of “professional entrepreneurs” is on the rise in corporate India. Groomed and nurtured in top notch organizations they possess a unique set of skills making them the darling of private equity funds and entrepreneur led middle market companies that are scheduled to go through a very high growth phase in the next 2-5 years. Having had the opportunity of working closely with emerging businesses and advising them on their key talent acquisition needs, crystallized here are some of our learning’s that could be used by Entrepreneurs, Board members , PE fund Partners and Professional Entrepreneurs. Written in first person by one of our founding partners at Aventus, they summarise our collective wisdom.

1. The Professional Entrepreneur
September, 2011
© Aventus Human Capital Partners LLP

2. The Professional Entrepreneur (PE)
A decade and a half and ticking in a related professional career in assessing talent, I remain
fascinated by this entire business of leadership talent spotting and executive search for emerging
businesses or growth stage companies. No really, I mean it. The need to articulate what comes below
is part to humor oneself (nothing like this to beat stress) and part to mark the rise of a serious
phenomenon. In this case, birth of a new tribe. I like to call them “Professional Entrepreneurs”. I
find it an endearing oxymoron.
By emerging businesses (or growth stage/early stage companies)I am referring here to the middle
market companies that are either purely entrepreneur led or private equity funded or a mix of both.
Executive talent acquisition for growth stage companies is a bit like high-stakes poker. It is also akin
to the white blood cells in ones’ body. When they find an organism that doesn’t belong, there are
bound to be serious implications. Importantly, the internal turbulence and distractions that an
incorrectly fitted incumbent causes within an organization can have seriously damaging impact on
growth of the company. Especially the ones that are in the emerging phase (as opposed to mature
organizations which can sustain such dents better)
The downside to failures of an incorrectly executed leadership search is fairly easy to delineate. The
organization, entrepreneurs and the stake holders lose precious time in terms of having a significant
commercial impact on the marketplace, important miles stones directly linked to liquidity events get
postponed, market enthusiasm wanes over the same period of time, because a lot of what was
promised has not been delivered and to top it all, in a few extreme situations the business’s ability to
attract and retain critical talent becomes questionable. However, it is prudent to mention here that
there are sufficient cases of emerging businesses successfully growing through attracting and
retaining key talent.
By “Key Talent”, I am referring to those people who:
 Are key to the organizations success
 Have the desired industry insights, technical skills, managerial /leadership abilities and
 Who wholeheartedly embrace the organization’s vision
So, who does qualify as “key Talent”? Since we have decided to stay with emerging businesses for
now, the question refers to key talent for emerging businesses. This is exactly where what I
endearingly referred to above as “Professional Entrepreneurs” come out to play.
The dictionary definition of the word Professional – ‘P’ is:
1. a.) Of or pertaining to a profession, or calling; conforming to the rules or standards of a
profession; following a profession; as, professional knowledge; professional conduct.
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3. 2. (a.) Engaged in by professionals; as, a professional race; -- opposed to amateur.
3. (n.) A person who prosecutes anything professionally, or for a livelihood, and not in the
character of an amateur; a professional worker.
And the dictionary definition of the word Entrepreneur –‘E’ is:
1. A person who organizes, operates, and assumes the risk for a business venture.
(On the lighter side, what ‘P’ thinks of ‘E’ and vice versa is: people who are too naive to see
the obstacles that are obvious to others)
Now when you take the abilities of the ‘P’ and combine it with the complexity of the ‘E’, you might get
your desired “Professional Entrepreneur” or ‘PE’. God knows, you need a lot of luck (can be
substituted by thorough research) and scientific assessment techniques to identify one.
So how does one spot a “Professional Entrepreneur”?
‘P’
 He demonstrates a high order of functional & technical expertise and backs it up with an
exhaustive list of achievements
 He displays high standards of professional ethics and behavior whilst carrying out his duties
towards enterprise, business, company, or partnership/associate/colleague, etc
 He has client interest and insight in mind at all times
‘E’
 He leads the firm or organization from the front and demonstrates leadership qualities
(powered by high emotional intelligence)
 He excels in opportunity recognition and exploration. He is characteristically inclined towards
innovations, new technologies, increasing efficiency, productivity, or generating new products
or services
If you have identified the person with combination of the P and E to lead an emerging business (it
should be a reasonable expectation from any executive search firm), you will hopefully not have to do
another Google search on ‘how to retain key talent’ as you would have found your man for the job, as
they famously say.
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4. Understanding the Key drivers of a “Professional Entrepreneur” or ‘PE’?
Through experience of closely observing & working with a mix of entrepreneur led middle market
companies as well as private equity funded businesses, the learning has been that the critical factors
most impacting talent acquisition and talent retention in emerging businesses are similar. Though at
times it is influenced by the shareholding pattern of the business.
Professional Entrepreneurs groomed and nurtured in top notch global organizations seek out
opportunities in emerging sectors and middle market companies for the lure of a leadership role that
will enable him to directly impact and influence the organizations’ as well as industries’ future, cutting
across the proverbial hierarchy and functional silos. The tangible economic benefits (long-term wealth
creation) that such an impact will bring to the leadership team and the shareholders is a given.
The “Professional Entrepreneur” on reaching a certain stage in his career feels a strong need to
play to his entrepreneurial instincts, and to prove that he can deliver and make a difference to the
organization’s P&L numbers, ensuring strong capital gains that ensue from the risks that he is willing
to undertake. All of this in the absence of security of a big brand, a well structured organization or
diversified business that can be crosses leveraged.
What might the Professional Entrepreneur expect from his stakeholders?
To continue on the same platform, by stake holder I am referring to any individual or organisation that
is affected by the activities of a business. They may have a direct or indirect interest in the business,
and may be in contact with the business on a daily basis, or may just occasionally be involved.
This first real test in the relationship between the Professional Entrepreneur and his key
stakeholders is at the time of on boarding. Usually during the talent acquisition process there are lots
of strategies, options and plans that set and expectations that are voiced or shared. There is a role
that is discussed and signed off. There are also overlaps of roles, authorities & responsibilities and
handshake points which are touched upon (which is always a good idea, considering nebulous zones
of overlaps are potential future conflict points)
Once the Professional Entrepreneur comes on board, he is directly confronted with the
organization’s day to day challenges. He might be raring to go, mentally prepared to convert these
challenges to opportunities. However he also feels the presence of the managing stakeholders
looming large.
From the stakeholders’ perspective, they want to be sure that the person who has come on board has
the wherewithal to deliver. They want to be helpful in guiding the incumbent through the
organisational maze (both internal and external). All along, they want to ensure that existing
relationships are not compromised.
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5. It is critical to note that while the Professional Entrepreneur is making his transition, the
stakeholders’ role in the organization also undergoes not so subtle shifts, both on the operational and
relationship front.
Here are a few examples of such shifts that the stakeholders need to recognize and prepare for in
advance. These are:
 Engaging actively in ‘macro management’ (plan for growth of company, continuing innovation)
 Ensuring that arguments and debates at the Board level/ Management committee level to
stay unbiased and professional at all times
 Striking the right balance between a supervisory and a supportive role ( especially on
commercial decisions)
 Focusing energies towards anchoring, mentoring, facilitating, advising & reviewing
 Distinguishing between Visionary Leadership and Operational Leadership
 Believing in the new person
Not too much for the Professional Entrepreneur to ask from his stakeholders !
Frequently, under prepared organizations usher in heavy hitters, with established track record of
successfully leading and growing businesses independently, yet continue to micromanaging these
individuals. In such a case, the professionals’ tend to shift focus, from what they perceive as the need
of the business, to managing the stakeholders’ expectations, much to the detriment of the business.
The above scenario is perhaps likely to play out during the growth stage of any entrepreneur-led or
private equity funded businesses. The reason being, in both these situations, the stakeholder is
intimately and passionately engaged in the business and its operations much before the professionals
come on board. Both want the organization to succeed and the stakes are high. Often making it
difficult for the stakeholders to at times (recognize and) transition through the shifts in role, with
capable hands at the wheels now.
“Professional Entrepreneurs” is a growing tribe and the new poster boys of India Inc. The game of
spotting them is interesting. Have you found yours yet?
Tania Gooptu, Partner, Aventus Partners.
New Delhi | Kochi | Bangalore

6. Aventus Partners is a Human Capital solutions firm that enables clients Acquire, Develop and
Manage Professional talent.
Reach us at:
M P Sriram Tania Gooptu Venkat Iyer
sriram@aventus.in tania.gooptu@aventus.in venkat.iyer@aventus.in
+919895345133 +919810215872 +919810608607
Offices:
Aventus Human Capital Aventus Human Capital Aventus Human Capital
Partners LLP Partners LLP Partners LLP
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Phone +91 11 40561242-45 Phone +91 80 Phone: +91 484 3248780
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7. Aventus Partners on Attributes of Leadership
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may include opinions of Aventus Partners and its clients as well. While every effort is made to achieve accuracy in the
information contained in this document Aventus Partners is not legally responsible for any content of this document or
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© 2011 Aventus Partners
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