Portfolio leadership ready before the plan starts.
A value-creation plan stands or falls on whoever delivers it. In the first months after completion, that person is often still missing.
Where the first months go
After completion, the same obstacles appear:
The seat is empty at completion
The finance lead who came with the acquisition leaves, a permanent search will take a quarter, and the plan is already moving in the meantime.
Reporting was written for the last owner
The company goes on reporting as it always has, whereas the fund needs something different from the first day.
Founder and fund read the business differently
Each is right about something. Without an operator between them, the difference turns into friction.
A real gap, for a fixed term
An integration, a systems change or a carve-out needs senior hands for a fixed term and not for ever.
An operator can be sitting in the portfolio company in a few weeks, engaged by services agreement for as long as the investment horizon requires. Funds draw on the collective for one defined workstream, as cover before a permanent hire, or to learn what a company really needs ahead of recruiting.
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
What sponsors can expect
Sponsors get speed after completion and an operator matched to the plan, not to whoever happens to be free.
Checked against the plan
We review the engagement against the value creation plan on a set rhythm, and say so early if it drifts.
Across the portfolio
A fund with several holdings can draw on the same collective of 800+ for each of them.
For the life of the hold
We hold the brief and the governance for the whole hold, so a change of person does not mean starting again.
Fluent in fund and founder
The operator reports in the fund's language and leads in the company's. We match for both.
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
