You bought the company for its growth. Its back office can't keep up with the plan.

We build a standardized data layer across portfolio companies that feeds a single GP dashboard. Different CRMs, unified reporting.

Yes. We work with PE firms that want to deploy a consistent operating playbook across 3-10 portfolio companies. We have a dedicated portfolio engagement model for this.

Both. Some engagements are at the fund level (deal sourcing, IC prep, LP reporting). Most are at the portco level, sponsored by the operating partner team to lift EBITDA.

First system live in 30-60 days. EBITDA-relevant lift typically shows up by month 4-6 - usually in revenue capture, working-capital cycle time, or SG&A reduction.

We start with the highest-value common patterns - sales pipeline, customer onboarding, AR, reporting - then layer industry-specific systems where the value is biggest. We don't force a one-size template.

Buyers pay more for businesses that don't require their founders or their CRO to run them. The systems we build are documented, transferable, and survive a management change. That's the point.

Yes. Most sponsors start with one or two portcos and expand once the playbook is validated.

Because staffing the plan with headcount is the reflex, and it's the one that shows up in every portco's SG&A. The other trap is the transformation vendor that ships a slide deck instead of a working system. Ten process hires per portco is roughly $1M a year in recurring payroll (a stated assumption at about $100K each), growing every year, for work a system runs once. The team stays and does the judgment work; the system does the reporting, the pipeline hygiene, and the reconciliation. You move from portcos that need their founders and CRO in every decision to systems that are documented, transferable, and survive a management change - which is exactly what a buyer pays a premium for at exit. This is about the roles the portco hasn't posted yet.