For capital providers
An operating partner, not another adviser.
You assess where value can be created: before the deal and every quarter after it. We work the same three pillars from your side of the table.
The problem we solve
The value-creation plan and the people who can execute it are rarely the same firm.
A strategy house hands you a plan. A systems integrator hands you a quote. Neither is accountable for whether their deliverables fulfil the objective: we are.
The team that writes the strategy and operational thesis is the team that can be deployed into the portfolio company to deliver it: as a build; as a managed operations layer; or as an interim capability while a permanent team is hired.
Across the investment cycle
Where we plug in
Commercial & operational diligence
An operator’s read on the target: whether the operating model can deliver the plan, what the technology estate should really cost, and where the execution risk sits.
Value-creation planning
A diagnostic converted into a sequenced, costed and owned roadmap, underpinned by a target operating model.
Build & operate
Delivery capacity for platform builds, integrations after a bolt-on and managed back-office operations, across a portfolio rather than one asset at a time.
Exit readiness
Equity story, model and data room reflecting the operating realities we help to deliver. Diligence then confirms the story instead of testing it.
The approach
Three ways in.
- Deal-by-dealScoped diligence or a single portfolio company engagement.
- Portfolio frameworkA named team, drawn down across investments as needed.
- Operating partnerA retained relationship at fund level assisting with portfolio management and deployed where execution support is required.
Assessing an asset, or a portfolio?
We will tell you if we have seen the situation before and where we would start.