
Ever wonder how private equity titans amass fortunes? "Two and Twenty" offers Wall Street veteran Sachin Khajuria's unprecedented insider view of an industry that shapes retirement systems worldwide. Called "brilliant" by Forbes, this acclaimed expose reveals the secretive strategies behind the 2%/20% model that mints billionaires.
Sachin Khajuria, bestselling author of Two and Twenty: How the Masters of Private Equity Always Win, is a seasoned investor and authority on private markets. With over 25 years of experience, including as a partner at Apollo Global Management, he has shaped flagship investments in private equity, distressed debt, and special situations. His book demystifies the strategies of top-tier firms, blending real-world deal insights with actionable principles for navigating complex markets—drawing from his tenure managing multi-billion-dollar funds and advising institutional investors.
Khajuria, a University of Cambridge economics graduate, founded Achilles Management, a private investment firm leveraging AI, and remains a limited partner in Apollo, Blackstone, and Carlyle funds.
His analyses have been featured in Spear’s and on prominent finance podcasts, reinforcing his status as a trusted voice in alternative investments. Published by Penguin Random House, Two and Twenty merges his frontline expertise with accessible lessons for both institutional and retail audiences, reflecting his mission to bridge knowledge gaps in an increasingly democratized asset class.
Two and Twenty provides an insider’s perspective on private equity (PE), demystifying its strategies, fee structures, and impact on global finance. Sachin Khajuria, a former Apollo partner, explains how PE firms like Blackstone and Carlyle generate outsized returns through long-term investments, operational expertise, and disciplined risk management. The book also addresses criticisms of the industry, such as conflicts of interest and job cuts, while highlighting its role in retirement systems.
This book is ideal for finance professionals, investors, and anyone curious about private equity’s influence on the economy. It’s particularly valuable for skeptics questioning PE’s wealth accumulation, retirees reliant on pension funds invested in PE, and analysts seeking insights into leveraged buyouts and distressed asset management. Khajuria’s blend of case studies and candid reflections caters to both novices and industry veterans.
Yes, Two and Twenty is a compelling primer on private equity’s opaque world, praised for its clarity and real-world examples. While some critics argue it overly celebrates PE’s successes, the book balances praise with scrutiny of ethical dilemmas, such as fee structures and insider deals. It’s essential reading for understanding how PE shapes markets and retirement portfolios.
The term refers to private equity’s standard compensation: a 2% annual management fee on assets under management and 20% of profits (carried interest). Khajuria explains how this aligns incentives between investors and fund managers but also critiques its potential to prioritize short-term gains over long-term stability. The model has fueled PE’s growth but faces regulatory scrutiny.
Private equity firms manage trillions for pension funds, endowments, and sovereign wealth funds, directly affecting retirement savings. Khajuria highlights PE’s role in delivering higher returns than public markets but warns of illiquidity risks and opaque fees. For example, Apollo’s infrastructure investments may boost yields but lock capital for decades, requiring careful investor due diligence.
Khajuria emphasizes patience, analytical rigor, and a “principal mindset” focused on long-term value over short-term wins. Top investors excel in distressed asset turnarounds, negotiate favorable terms during market downturns, and build relationships with management teams. Adaptability is key, as seen in Apollo’s pivot to insurance-linked investments post-2008.
Yes. Khajuria acknowledges critiques like excessive leverage, job cuts, and conflicts of interest in affiliated deals. He argues that PE often saves failing businesses but concedes some firms prioritize profits over stakeholders. The book encourages regulatory balance to preserve innovation while curbing exploitation.
He predicts continued growth, driven by retail investors and demand for alternative assets. However, he cautions that rising competition and regulatory pressures—such as fee transparency rules—will force firms to innovate. Sustainable investing and technology-driven due diligence are cited as emerging trends.
Key lessons include mastering due diligence, negotiating with empathy, and exiting investments strategically. Khajuria stresses the importance of resilience, citing Apollo’s recovery from the 2008 crisis. He also advises cultivating niche expertise, such as distressed debt or sector-specific turnarounds.
Unlike venture capital (early-stage bets) or hedge funds (liquid markets), PE targets mature companies using leveraged buyouts and hands-on management. Khajuria notes PE’s longer investment horizons (5–10+ years) and focus on operational improvements, contrasting it with hedge funds’ shorter-term trading strategies.
The book analyzes Apollo’s acquisition of LyondellBasell (a distressed chemical giant) and Blackstone’s hotel portfolio turnaround. These examples illustrate how PE firms identify undervalued assets, restructure debt, and align management incentives to unlock value. Khajuria also explores failed deals to highlight risk management pitfalls.
Khajuria acknowledges that PE’s high fees and aggressive tactics can exacerbate inequality and destabilize companies. While defending the industry’s role in economic growth, he calls for greater transparency and ethical guidelines to prevent exploitative practices, such as excessive dividend recaps or layoffs during acquisitions.
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Private equity has become "the best game in town."
It's not just financial engineering-it's the people.
They move quickly when needed.
Despite higher costs and opacity, it delivers results.
The brightest financial minds now prefer Blackstone, Carlyle, and KKR.
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September 2008. Lehman Brothers collapses. Markets hemorrhage value. Ordinary investors panic-sell their retirement accounts. Yet in a Manhattan boardroom, eleven partners gather around a table, eyes gleaming. They're not mourning losses-they're calculating entry points. Their target? A German broadcaster they once owned and sold at peak prices. Now, with panic in the air, they can buy it back at a 75% discount. While the world burns, they're planning to triple their money. This isn't reckless gambling. It's the essence of private equity-a $12 trillion industry built on a deceptively simple formula: charge 2% annually to manage money, take 20% of the profits. "Two and Twenty." Three words that have minted more billionaires than perhaps any business model in modern history. Yet here's the paradox: every firm charges the same fees, but performance varies wildly. Some consistently deliver returns that make pension managers weep with joy. Others barely outpace basic index funds. The difference isn't just financial wizardry-it's the people, their temperament, and the cultures they forge in the crucible of billion-dollar decisions. Private equity has quietly become the best game in town, and most people don't even know they're playing. When banks retreated after 2008 under crushing regulations, private equity firms morphed into "shadow banks," filling financing gaps traditional lenders abandoned. They moved into infrastructure-airports, toll roads, utilities-taking over what governments once managed. They expanded into credit, real estate, technology. Today, they touch virtually every corner of the global economy, yet operate largely invisible to the public eye.