Problems surface a year late
Leadership and integration problems usually reach the board pack long after they started, when the options are fewer and more expensive.
Private equity and private capital firms that need to see how their portfolio companies are really performing, from the first 100 days to exit.
Value creation plans depend on leadership teams, integrations and client relationships that the monthly reporting pack does not show.
Illustrative example
A $500M acquisition. A leadership problem found a year late can wipe $25M–$50M off enterprise value of a portfolio company.
Leadership and integration problems usually reach the board pack long after they started, when the options are fewer and more expensive.
Owners need to compare businesses on the same basis, not only on what each management team chooses to report.
Whether the combined teams are working together is set early, and it is rarely measured.
See whether the combined leadership and teams are working together in the first 100 days, not a year later.
Read every portfolio company the same way, with earnings at risk against the value creation plan.
See where leadership teams are under strain or losing alignment, at group level, before it shows in results.
See which major client relationships in each business are weakening, and why.
Track initiatives against how each business is actually working, not only against the plan.
Twelve portfolio companies read the same way, with earnings at risk against the value creation plan. The organizations are invented and every figure is generated data.
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