Mid-market portfolios, led at the speed of the plan.
Sponsors in Boston back healthcare services, software and specialist manufacturers across New England. The plan only moves when a senior operator is in the business on day one.
Where sponsors lose months
New England sponsors tell us much the same thing:
The hundred days turn into a search
A permanent hire takes a quarter or more while the value-creation plan is already running.
The numbers are not sponsor-ready
Reporting follows the founder's habits, and the operating partner needs a cleaner view this quarter.
Founder and sponsor are looking at two companies
Each sees something true. Without an operator between them, the argument never closes.
The gap is a stage, not a seat
A buy-and-build integration, an ERP change or a carve-out needs a senior operator for a limited time, not the whole hold.
Within weeks an operator can be working in the portfolio company, under a services agreement that follows the length of the hold. A sponsor might want one workstream run, cover until a permanent appointment is made, or a read on what the portfolio company really needs before it recruits.
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
An operator matched to the hold
A value-creation plan needs a senior operator in the business and structure around them. We provide both for the length of the hold.
Governance from close to exit
Management, and the deal team where agreed, get a standing review from us through the hold, and drift in the plan is named early.
A collective behind each asset
Behind your operator sits our collective of 800+. A finance question that is really about integration goes to someone who has faced it.
We hold every brief
Should an executive leave mid-hold, our notes on the asset seed the next search and we manage the changeover with the deal team.
Heard by founder and sponsor
An operator both the founder and the sponsor will listen to is rarer than a good CV, so we match on temperament too.
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
