Portfolio leadership, at the speed of the deal.
A value-creation plan is only as good as the operator who runs it. Sponsors come to us after completion, when the person who must deliver the plan has not yet arrived.
Where plans lose time after a deal
The founder-owned businesses sponsors buy across the Southeast share a pattern:
The first hundred days go on searching
A permanent hire takes a quarter or longer to land, and the plan has already started.
The reporting stops at the owner
A family-owned distributor or contractor goes on reporting as it always has, while the sponsor needs a monthly pack straight away.
The founder stays on and sees it differently
Rollover equity and a seat at the table, with a different view of what the business is for.
Add-ons need integration
A roll-up strategy is a series of integrations, each needing a senior operator for a defined period.
Nobody is parachuted in. Operators join the portfolio company within weeks, on terms sized to the hold period. A sponsor might engage us for one defined workstream, for interim cover while a permanent seat is filled, or to discover what the company needs before it hires at all.
Who this is for, and who it is not
Best for
- Deploying a senior operator inside a portfolio company
- Executing a 100-day plan the moment the deal closes
- Value creation through the hold, not another advisory report
- Building reporting, systems and management credibility before an exit
- Operational diligence and leadership-gap assessment before you buy
Not for
- A strategy deck or set of recommendations to hand back
- A business that wants an adviser, not an operator inside it
- Pure diligence with no operator deployed afterwards
- A mandate for oversight rather than hands-on execution
An operator for the hold, not a parachute
A value-creation plan needs an operator the existing team accepts. We match for that and keep governance around them from close to exit.
Reviews through the hold
Management gets a regular review from us, with the deal team in it if you wish, and slippage is called out early.
Depth behind each asset
Each portfolio operator can ask any of our 800+ peers. An integration problem that proves to be a systems problem reaches someone who has merged two.
If an operator leaves
If an operator leaves during the hold, we search again from the record we keep on the company and handle the handover with management.
Accepted by the team
An operator the founder and the team will follow is worth more than a polished CV. That is the test we apply.
Across the PE investment lifecycle
From pre-deal to exit preparation.
Pre-deal: operational due diligence
Embed a Fractional COO or CFO to support your ODD. They identify gaps your model hasn't priced.
Post-acquisition: fill the leadership gaps
Begin deploying the right operator within days of instruction. No recruitment pipeline, notice periods, or trial risk.
Value creation: operational improvement
Build financial infrastructure, operating cadences, commercial engines, and professional people structures.
Exit preparation: build credibility
A Fractional CFO producing clean board reporting and investor-grade financials is a meaningful credibility signal in any sale process.
The value-creation matrix
Each value-creation lever maps to the operator built to own it. Most plans pull two or three at once.
Portfolio company leadership options
Match the right fractional operator to the specific portfolio company need.
Operating partners to
