What a Value Creation Operating Partner in Private Equity Actually Decides, and How You Judge the Work
You have a portfolio company running behind its value creation plan, and the board deck is starting to blame execution rather than the market. You can see the gap between actual and plan. What you cannot see, sitting in the sponsor seat, is whether the CEO has the right operating muscle to close it, or […]
Turnaround Leadership in Private Equity
You have a portfolio company that is not tracking to plan. The forecast has slipped two quarters running, the CEO’s explanations are getting longer while the numbers get worse, and your investment committee wants a view before the next board meeting. The decision in front of you is not abstract. It is whether to back […]
How to Judge a Technology Operating Partner in Private Equity
You are closing on a lower-mid-market software or tech-enabled services business, or you already own one and the technology line item keeps failing to convert into the enterprise-value story you underwrote. The forecast slips, the integration stalls, the CTO says the roadmap is on track while churn ticks up, and nobody on the deal team […]
Technology Operating Partner as a Service
You have a portfolio company where the technology is now the constraint. The integration is stalled because two ERP instances will not reconcile. The reporting the deal team wants for the next board pack does not exist, because the data lives in three systems no one owns. The CEO is asking for a CTO hire […]
How to Buy and Judge an Outsourced Operating Partner in Private Equity
You are three months into a hold and the value-creation plan is drifting. The management team is competent but stretched, your deal partner is covering four other portfolio companies, and the numbers you promised the investment committee are starting to look like a hope rather than a plan. You do not need another full-time hire […]
Outsourced Chief Digital Officer in Private Equity: What to Decide and How to Judge It
You are three weeks past close, the value creation plan has a digital line item worth a third of the projected EBITDA lift, and the portfolio company has no one on the executive team who can own it. The CEO is a strong operator on the core business and vague on anything involving demand generation, […]
How to Buy and Judge a Digital Operating Partner in Private Equity
You have a portfolio company with a digital problem that shows up in the numbers. Web-sourced pipeline is flat while sales headcount grew. The e-commerce migration slipped two quarters and now threatens the revenue bridge in your hold thesis. The CEO keeps asking for a bigger marketing budget and cannot tell you what the last […]
How to Judge an Executive Advisor for Your Private Equity Portfolio
You are three months into a hold, the CEO is competent but stretched, and one workstream keeps slipping: the pricing reset, the sales rebuild, the ERP migration, or the digital revenue line that was supposed to carry the thesis. You do not need another full-time hire on the cap table, and you do not need […]
