PE portfolios · $10M–$100M
The value-creation plan exists. The operating rhythm does not.
For operating partners when portfolio companies need revenue and product execution, not another strategy deck.
I embed in portfolio companies to audit the revenue engine, install KPI ownership and operating cadence, and report value creation metrics the board and IC can trust.
Problems
Problems I fix
Where revenue stalls in your role
100-day plan without rhythm
Priorities set. Execution drifts by week six.
Product and revenue metrics do not tie to value creation thesis
Board pack lacks a clear KPI tree.
Interim leadership gap
No full-time CPO or CRO. Value creation timeline slips.
Outcomes
Outcomes
What changes when someone owns the gap
- KPI tree mapped to value creation plan
- Weekly and monthly operating cadence
- Board-ready revenue and product reporting
Proof
Proof
A Growth-Stage Healthcare Marketplace
The healthcare marketplace engagement shows measurable value creation: more than 60% revenue growth, new line at seven figures, and attribution methodology leadership could defend.
Read the full case study →Contrast
Fractional operator vs consultant
Why execution differs
| Fractional operator | Typical consultant |
|---|---|
| Owns KPIs and runs the weekly revenue rhythm | Delivers recommendations and leaves |
| Sits in product, sales, and ops meetings | Presents to leadership quarterly |
| Fixed scope with clear exit criteria | Open-ended advisory retainer |
| Stays until metrics move | Hands off execution to your team |
Tools
Tools
Apply the diagnostic before you book
FAQ