Private equity portfolios
Your value creation plan has a destination: a margin number next to AI. What it doesn't have is the route to get there - which parts of the business realise that value, who has to change how they work, whether any of it is reachable inside the hold period.
We close that gap, giving the sponsor a straight read on whether the plan is credible, and the management team a version they can actually run while continuing to trade.
Where we get brought in.
Testing the AI assumption
A plan can tell you how many points AI is worth. It won’t tell you which parts of the business realise that value, who has to change how they work, or in what order. We establish whether the margin is genuinely there, where it sits, and what has to be true for it to land in this hold period rather than the next.
Operating model design after acquisition
We design the operating model your plan needs - including the serious number for how much change the business can absorb at once. It’s often less than the plan assumes and more than the management team fears.
Carve-outs and transitional arrangements
We establish early on which systems and processes can't be changed without a third party’s agreement. That means your plan is built around real constraints rather than the ones that are convenient.
What the business uniquely knows
Any competitor can buy the same AI technology as you. That’s not the bit you need to defend. Your differentiation is what this business knows that public data and off-the-shelf tools can't replicate - which is what your clients are paying for. We help you identify it and ensure it can be stood up.
Working at both ends
A sponsor and a management team want different things from the same plan.
The sponsor needs to know it's credible; the management team needs a version they can run while the business keeps trading.
Because our GenAI Strategy Playbook works through the same five questions in the same order regardless of who we're sitting with, one piece of work answers both.
Private equity rarely buys a badly run business. It buys one whose inherited operating model has run out of road. Everyone can see that. What stalls is asking a management team to commit to an operation nobody has shown them. Show them one in weeks and build it with them, and the redesign happens inside this hold period, not the next one.
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Luke McKinney, Director of Consulting
