Portfolio leadership, at the pace of the plan.
A value-creation plan is only as good as the operator executing it. Sponsors reach for us when the plan is agreed and the person who has to deliver it is not in the business yet.
Where portfolio plans lose time
The pattern is consistent across sponsors we work with:
The first hundred days are spent searching
A permanent search takes a quarter or more, and the plan is already running.
Reporting is not sponsor-grade
The company reports the way it always has, and the sponsor needs something different immediately.
Founder and sponsor read the business differently
Both are right about something, and without an operator in between the gap becomes friction.
The gap is real but not permanent
Integration, a systems rebuild or a carve-out needs a senior operator for a defined period, not for ever.
We place operators into portfolio companies within weeks, on a gyomu itaku services contract that fits the hold period rather than fighting it. Sponsors use us to run a defined workstream, to bridge to a permanent appointment, or to test what the company actually needs before committing to a hire.
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 makes the model different here
Most fractional executives work alone. We are a vetted collective, and we stay with the engagement rather than stepping away after the introduction.
We do not introduce and leave
Support, structure and governance stay around the placement for as long as it runs. If the engagement drifts, that is our problem to fix, not yours to discover.
The collective behind one placement
Your executive draws on the whole collective of 350+. A finance question that turns out to be an operations question gets the right answer either way.
Continuity is designed in
If your executive has to step away, we hand over to another vetted operator already briefed on your business. Momentum is protected by design rather than by luck.
Matched on judgement, not on a CV
We match on stage, sector and temperament. In Tokyo in particular, an operator who cannot read the room will cost you more than the one you did not hire.
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
