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. The same evidence can then feed directly into the Growth Assessor™, creating a quantified view of what should change after investment.
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.
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
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.
