Private equity
Every portfolio company has a growth plan
The question is whether the commercial engine can deliver it. We help PE firms and portfolio leadership teams find what is limiting commercial performance — and fix it.
Where we work across the investment lifecycle
Pre-deal
First 100 days
Growth acceleration
Win. Retain. Expand.
Exit readiness
Why portfolio growth plans stall
Rarely a lack of opportunity
Growth plans usually contain the right ambitions — revenue targets, market opportunities, investment priorities. What constrains them is inconsistent sales execution, weak forecasting discipline, poor pipeline quality, customer leakage and fragmented go-to-market activity.
Commercial underperformance
Revenue growth falls below expectation. Teams struggle to convert pipeline. Retention weakens. Strategic accounts fail to reach their potential.
Go-to-market friction
Target markets become unclear. Resources spread too thinly. Marketing, sales, account management and delivery lose alignment.
Limited visibility
Forecasts become difficult to trust. Pipeline quality weakens. Decision-making turns reactive rather than proactive.
Capability gaps
The next phase of growth needs different operating disciplines, stronger leadership capability and greater commercial accountability.
These stay hidden until growth slows, forecast confidence declines, or value creation timelines start to slip.
Pre-deal
Growth assumptions survive diligence and fail in execution
Many businesses look healthy on the surface. Revenue is growing, the market is attractive, pipeline looks strong, customers appear stable, leadership is confident. Commercial diligence tests six things financial diligence doesn't.
Commercial maturity
How effectively the commercial engine operates today.
Revenue quality
How sustainable current revenue performance really is.
Growth constraints
The factors which are most likely to limit future growth.
Commercial scalability
The organisation's ability to support the next phase of expansion.
Value creation opportunity
Where the greatest commercial gains can be achieved.
Commercial risk
The operational weaknesses that could affect future returns.
Commercial maturity
Has the business outgrown its commercial operating model?
One of the most important questions a leadership team can ask — and one of the hardest to answer from inside. We assess five dimensions.
Strategic Alignment
Are teams aligned around the priorities that matter most?
Go-To-Market Effectiveness
Are resources focused on the right markets, customers, and opportunities?
Customer Growth and Retention
Is revenue being protected and expanded effectively?
Capability and Leadership
Does the organisation have the capability required to support the next stage of growth?
Sales Execution
Are teams operating with consistency, discipline, and accountability?
When leadership teams bring us in
Commercial performance isn't matching ambition
Growth has slowed
Revenue targets become harder to achieve and the gap between plan and performance widens.
Forecasts can't be trusted
Pipeline data no longer reflects commercial reality, eroding board and investor confidence.
Sales execution is inconsistent
Teams operate differently, conversion rates vary, and management discipline weakens.
Customer retention is weakening
Churn increases, strategic accounts underperform, and revenue quality deteriorates.
Value creation is progressing too slowly
The investment plan falls behind and leadership teams have too many competing priorities.
What we bring
Five capabilities, from uncertainty to action
Commercial Diagnostics
Structured analysis that identifies where growth is being constrained across the commercial engine.
Revenue Intelligence
Evidence, data, customer insight, and commercial visibility that leadership teams can trust.
Practical Execution Support
Working alongside leadership teams to improve performance and accelerate measurable results.
AI-Supported Analysis
Accelerating evidence gathering, prioritisation, and decision-making across the programme.
Experienced Operator Judgement
Leaders who have carried revenue accountability, managed forecasts, built commercial teams, and delivered growth from inside businesses.
Client success stories
What clients say
What changes when execution improves
The results compound across the commercial engine
Sustainable value creation is rarely achieved through one major initiative. It comes from a series of focused improvements that compound over time.
More predictable growth
Forecast confidence strengthens. Leadership teams decide faster.
Stronger revenue quality
Retention strengthens. Revenue quality rises. Sales productivity lifts.
Scalable performance
Commercial performance holds as the business grows. Value creation plans gain momentum.
Greater exit readiness
A more compelling growth story for investors and buyers — one that survives diligence.
Every portfolio company has a growth plan
The question is whether the commercial engine can deliver it. We help PE firms and portfolio leadership teams find what is limiting commercial performance, focus on the actions that matter most, and accelerate value creation.
