Keith Giarman serves as managing partner of the Private Equity Practice in the firm’s San Francisco, CA and New York, NY offices. He is also part of the firm's Advanced Technology, Financial Services, Board & CEO, and Financial Officer practice groups. Read more >
Keith Giarman serves as managing partner of the Private Equity Practice in the firm’s San Francisco, CA and New York, NY offices. He is also part of the firm's Advanced Technology, Financial Services, Board & CEO, and Financial Officer practice groups.
For nearly 10 years, Keith has been overseeing board, C and senior level search assignments working with management teams and investors where the mantra is rapid and long-term enterprise value creation. He has also been instrumental in the build-out of principal investing teams. Prior to DHR, Keith built the CEO practice for one of the premiere boutique executive recruiting firms in Silicon Valley serving the venture capital community.
Keith worked extensively with investors in prior operating roles, most recently as president and CEO of Clarus Systems (acquired by OpNet) where he raised more than $20 million to launch the company. Prior to his experience in Silicon Valley, Keith was vice president of sales, service, and marketing at Citizens Communications, today a $3 billion full‐service communications carrier that was merged with Frontier. He was one of five executives on the senior leadership team and was responsible for an organization consisting of 800 employees, $1 billion in revenue, and $200 million in operating income.
Keith earned his BA at UC San Diego (where he played varsity baseball as a catcher) and his MBA from Harvard Business School (where he was recruited into the PhD program in organizational behavior). Keith is a current board member of the Harvard Business School Association of Northern California and Mission Dolores Academy -- an innovative K-8 school serving disadvantaged students in San Francisco. He is a former trustee for Schools of the Sacred Heart in San Francisco where he was the chairman of the President’s Evaluation Committee and chairman of the Search Committee overseeing the successful recruitment of a new president for the institution in 2012. He is also a former trustee and president of the Alumni Association at the Hopkins School in New Haven, CT and former chairman of the Western Region Board of Jumpstart based in Boston, MA. He is an advisor to several technology companies and funds. < Read less
SPECIALTY PRACTICE AREAS
LOCATIONNew York | North America
San Francisco | North America
Silicon Valley | North America
Keith Giarman: Related Material
March 2017 | White Papers
The Chief Talent Officer: An Evolving and Critical Role in Support of Private Equity Firms and their Portfolio Companies
Private equity investors are placing a greater emphasis on driving operational value in their portfolio companies while, in many cases, holding investments longer. They have also come to realize that executives with the potential to create value and meet aggressive thresholds for investor returns—for the firm, themselves and the management team— are increasingly critical to success. More >
May 2016 | Harvard Business Review
Corporate boards often say that succession planning is their top priority, but at publicly traded companies, directors rarely get to turn that planning into action: The average CEO tenure at S&P 500 firms is nearly 10 years. That’s in sharp contrast to the private equity world. PE firms hold investments in dozens of companies, and after making an investment, they nearly always replace the CEO. More >
November 2014 | White Papers
Human Capital Best Practices: Real World Challenges When Creating Value in Private Equity Funded Companies
The summary and findings from DHR's Private Equity Conference on human capital. More >
April 2017 | White Papers
The ideal profile of a CEO in a private equity sponsored company is situational – highly dependent on the investment thesis for a particular entity. More >
March 2017 | White Papers
Some consider the skill set of the Chief Financial Officer (CFO) to be more “portable” from industry to industry or business model to business model than other senior level members of the executive team. Based on the experience of our clients in the Private Equity Practice, the core financial acumen and analytical competencies of an effective CFO can be appropriately applied in different industry or business settings; however, their success will depend on a multitude of situational factors. Is the CFO who successfully partnered with the CEO to grow a company and related infrastructure from $25 million to $100 million qualified to do the same in a company growing from $250 million to $1 billion? Perhaps not. Stage and proof points from prior experience matter. More >