What we do
Find your moment in the deal
We work from diligence to exit, and across the life of a loan. Each service below says when you need it, the questions it answers, what you get, how it starts, and what we need from you.
Technology and data diligence
Answers your investment committee can use inside exclusivity
In exclusivity you need answers, not an inventory.
- When you need it
- You hold exclusivity, and the plan depends on systems and data nobody has tested.
- The questions we answer
- Can the systems carry the plan? What does fixing them cost, and when, for the model? Does revenue quality hold up in the raw data across customers, SKUs, cohorts, price, volume, and mix?
- What you get
- A memo for your investment committee with red, amber, and green ratings, each stated in words, and a priced remediation plan. A 100-day technology plan, ready for day one.
- How it starts
- A call on the thesis, then an NDA and data room access. Billed at a day rate, scoped to the exclusivity clock.
- What we need from you
- Data room access, time with management, and the model’s key assumptions.
Day one and the first 100 days
The first 100 days, on systems you can trust
- When you need it
- You have closed, and the 100-day plan assumes reporting the company cannot produce yet.
- The questions we answer
- What is happening on the floor? Which system becomes the system of record? Which KPIs does the value creation plan need, and where does each one live?
- What you get
- A ground truth readout, one system of record, and a KPI tree tied to the value creation plan. An automated monthly board pack, a lender reporting package, and a data dictionary.
- How it starts
- A fixed-fee diagnostic, credited against the mandate that follows.
- What we need from you
- A named owner in management and access to the core systems. We do the build.
Value creation through the hold
Each lever, built into the systems that measure it
- When you need it
- The plan is behind, and nobody can say which lever is slipping.
- The questions we answer
- Which lever is slipping, and why? Where is margin made and lost, by account and SKU? What can be automated once the process is right?
The value creation plan is the sponsor’s document. We execute against it, in 3 lanes.
Pricing and price realization, cost-to-serve, customer and SKU profitability, pipeline, quoting, and agents for prospecting and follow-up.
What you get: price and cost-to-serve models, account and SKU profitability, one pipeline, quoting, and agents for prospecting and follow-up.
Inventory, sales and operations planning, network optimization, and workflow automation.
What you get: an inventory model, sales and operations planning by profitability and velocity, an optimized network, and automated workflows.
Unit economics, reconciliation, and forecasting, built into every engagement.
What you get: unit economics, automated reconciliation, and a forecast you can trace to its drivers.
- How it starts
- Monthly mandates with a defined weekly commitment and an initial term. Larger builds run in phases under one master agreement, each phase approved against a written build proposal.
- What we need from you
- An owner for each lever, and a weekly cadence with management and the sponsor. We do the build.
Lender situations
Borrower operations and reporting a lender can rely on
- When you need it
- A borrower’s reporting is late or inconsistent, EBITDA is not turning into cash, or the credit needs operating help.
- The questions we answer
- What is happening in the business? Do the reported numbers tie to the operating data? What has to be stabilized first?
- What you get
- A borrower diagnostic, then stabilized operations and reporting. A lender reporting package, fixed at the source inside the borrower’s systems.
- How it starts
- A lender may engage us directly for a borrower diagnostic. Otherwise, the company engages us, usually at the lender’s or sponsor’s request.
- What we need from you
- A written agreement, at the start, on what the lender receives and how often. Management sees every number first.
Add-on integration
Add-ons that report as one company
- When you need it
- You bought an add-on, and the platform now runs 2 sets of books and more than one CRM.
- The questions we answer
- Which systems survive? How fast can reporting consolidate? What does rationalization cost, and in what order?
- What you get
- Consolidated reporting, and a systems rationalization roadmap with a priced sequence.
- How it starts
- A diagnostic of both companies’ systems, ideally before close.
- What we need from you
- Access to both companies’ systems, and a decision owner at the platform.
Exit readiness
Exit readiness the buyer’s diligence will test
- When you need it
- A sale is on the horizon, and the KPI history will not survive a buyer’s questions.
- The questions we answer
- Which KPIs will the buyer test? Are their definitions consistent across the hold? Can the systems and processes run without the people who built them?
- What you get
- KPI history with consistent definitions, and unit economics evidence for the equity story. Systems and IP documented for buyer diligence, and an operating cadence that survives the operator.
- How it starts
- A diagnostic of the KPI history against the questions buyers ask.
- What we need from you
- The KPI history, the board packs, and access to the system owners.
The 4 disciplines
4 disciplines, each tied to a number you report
Systems of record, integrations, pipelines, and data models.
One definition of customer, SKU, and revenue, so the numbers reconcile.
Unit economics, KPI trees, and board reporting.
A P&L visible at the unit level, and a board pack that holds up.
Forecasting, optimization, and prediction.
Price, stock, routes, and selling time decided on evidence.
Agents, portals, quoting, and internal tools.
Research, entry, and follow-up taken off people’s desks.
We work in the systems the company already runs, including Salesforce and NetSuite. We hold no vendor partnerships and take no referral fees.
Next step
Bring us a situation
Tell us the moment you are in. A principal replies within one business day.