Operating partner to private equity sponsors, growth equity firms, venture capital partners, and angel investors on diligence, value creation, and portfolio-wide AI operating leverage.
We work with private equity sponsors, growth equity firms, venture capital partners, and angel investors on the engagements where the AI thesis, the architectural posture, and the value creation plan have to be reconciled across the diligence calendar and the hold period. We bring McKinsey-grade M&A experience across financial services, healthcare, and industrials, and a delivery cadence calibrated to the rhythm of a deal calendar that cannot afford a 12-month consulting timeline.
Diligence, post-close value creation, and portfolio-wide leverage.
<p>Engagements in private equity and venture capital divide across three planes. Pre-close diligence, where the firm is engaged on a defined timeline to assess the target's AI exposure, the architectural posture of the target, and the value creation thesis the sponsor is underwriting. Post-close value creation, where the firm is engaged on the first 100 days, the first year, or the first three years of the hold, and the engagement is scoped against the named operating levers in the value creation plan. Portfolio-wide AI leverage, where the firm is engaged across a defined cohort of portfolio companies and the engagement is scoped against the operating discipline that can be standardized across the cohort while preserving the bespoke architectural decisions each portfolio company requires.</p>
Diligence scoped to the deal calendar, not the consulting calendar.
<p>The diligence assessment is scoped against the deal calendar. For an exclusivity period of two to four weeks, the firm executes a five-workstream assessment in parallel with the financial and commercial diligence, and delivers a written diligence note inside the exclusivity window. The five workstreams are: AI exposure (the target's revenue, cost, and competitive posture as it sits today against the AI trajectory in the target's sector), architectural posture (the target's technology estate, the validated workloads in production, and the architectural commitments the target has made), operating model maturity (the target's capacity to absorb the AI thesis the sponsor is underwriting), talent posture (the target's capacity to execute the value creation plan), and value creation thesis stress test (the underwriting case rerun against the architectural and operating findings of the prior four workstreams).</p><p>For value creation engagements, the assessment is structurally similar but executed against a longer window and against a richer data room. The output is a written value creation roadmap, structured against the named operating levers, with the architectural commitments and the kill criteria specified at the lever level.</p>
Readiness as a thesis input, not a maturity score.
<p>For diligence, AI readiness is treated as a thesis input rather than a maturity score. The instrument identifies the readiness gap between the target as it sits today and the operating posture the value creation plan requires, expresses the gap in the named investment categories the sponsor will have to fund post-close, and tests whether the funding fits inside the underwriting case. For value creation, the instrument is the same instrument but is used to authorize the post-close investment, with the gap closure plan written into the first 100 days workstream.</p>
A value creation roadmap structured against the lever, not the function.
<p>The roadmap is structured against the named operating levers in the sponsor's value creation plan. Each lever carries an architectural commitment, an operating model implication, a financial trajectory, and an explicit kill criterion. The roadmap is written to be governed by the operating partner against the value creation committee cadence, with the rewrite trigger explicitly delegated below the operating committee so the artifact can move at the cadence the deal economics require.</p>
Architectural prototypes calibrated to the deal economics.
<p>For value creation engagements, the firm builds the architectural prototype against the lever with the largest first-year economic contribution. The prototype is delivered inside 72 hours of the kickoff, on the portfolio company's own infrastructure, instrumented against the kill criteria written in the value creation roadmap. The prototype is the artifact the operating partner uses to authorize, or decline to authorize, the production stand-up.</p>
Production stand-up inside 30 days, with portfolio-wide repeatability.
<p>Production stand-up follows the firm's standard sequence, with one modification specific to the private equity context. The architectural pattern is documented at the close of the stand-up in a form repeatable across the sponsor's portfolio. The intent is that a successful pattern in one portfolio company can be deployed in the next portfolio company with a meaningfully compressed engagement, and the cumulative operating leverage across the sponsor's portfolio is the second-order economic contribution the firm is engaged to produce.</p>
Examples of where the firm engages, and the kind of operating result the work targets.
Illustrative examples drawn from the firm’s engagement patterns. Figures shown are representative of the operating outcomes the firm targets within the engagement model. Tap a card to read the engagement.