Embedded, operator-led delivery for portfolio companies. Diligence findings become an executable plan, anchored on a structured 100-day program with weekly reporting to the sponsor and measured milestones at every gate.
Book a scoping callThree phases with a go or no-go review at each gate. Weekly leadership cadence, and a written Friday update to the PE sponsor, every week.
Understand before restructuring. Operating cadence locked by day 14, risk register live, quick wins identified, cost baseline validated against diligence assumptions, critical cyber fixes made, and a full audit of AI tools in use across the business.
The decisions the hold period depends on. Operating model and org design agreed, vendor consolidation under way, duplicative tooling rationalised, retention locked for key people, and AI governance stood up with sanctioned tooling.
Momentum into the next 100 days. Cost out delivered, cloud baseline migrated, KPIs tracking against the thesis, and the roadmap to exit drafted.
Embedded transformation leadership for the first 100 days post-completion. The plan above, led hands-on alongside portfolio company leadership.
A mid-hold correction. Service catalogue, organisation design, sourcing mix, and cost structure reset to match the value creation thesis.
Ongoing senior technology leadership without the full-time hire. Board-level counsel, vendor leverage, and continuity across the hold period.
Twelve to eighteen months from exit, the technology story gets the same scrutiny a buyer will apply, while there is still time to act on what it finds.
The person who found the risks leads the response to them. Findings move straight from the diligence report into the 100-day plan, with no re-discovery phase and no consulting relay race. That continuity is the difference between a report that sits in the data room and a plan that gets delivered.
A scoping call is confidential and obligation-free.
