Portfolio leadership, at the pace of the plan.
A value-creation plan depends on the operator carrying it out. Often the plan is approved before the person who must deliver it has joined.
Where the value plan loses time
In Japan, portfolio plans usually stall in these places:
The first hundred days are spent searching
Recruiting a permanent executive takes a quarter or more, while the plan is already under way.
Reporting built for the old owner
The company keeps reporting the old way, and the sponsor now needs a different picture straight away.
Founder and sponsor see different companies
Founder and sponsor are each right about part of the picture, and with no operator between them the gap hardens into friction.
The gap is real but not permanent
Integration, a systems rebuild or a carve-out from a large group needs a senior operator for a defined period.
We embed operators into portfolio companies within weeks, under a services agreement that fits the hold period rather than working against it. A sponsor might hand over a single workstream, bridge to a permanent appointment, or test what the company really 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 sponsors get from us
An operator matched to the value plan, embedded within weeks and kept under our governance through the hold.
Reset early if the plan slips
If the value plan starts to slip, we raise it with the sponsor and reset the brief together.
A collective across the portfolio
Carve-out, integration and systems questions can be tested with others in our collective of 800+.
Handover, not restart
Your brief, our notes and the relationship all stay with us, so a change of executive is a handover rather than a fresh start.
Matched to both sides of the table
The operator must earn the founder's trust and deliver the sponsor's plan, so we match for both.
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
