Portfolio leadership on the day the deal closes.
Dallas sponsors buy fast, often in fragmented sectors like healthcare services, distribution and business services. The thesis is clear. What it needs early is an operator in the seat.
Where a hold loses months
Across sponsor-backed companies, the pattern is familiar:
Day one has no leader
The seller's finance lead is leaving, the founder is stepping back and the permanent search has not started.
Roll-ups outrun the platform
Each bolt-on has its own systems, its own close and its own habits. The platform team was not built to absorb them.
Reporting built for the old owner
The company reports the way it did before the deal, and the operating partner wants variance and cash every month.
Founder and sponsor disagree on pace
Each sees something true. Without an operator between them, it becomes friction.
Within a few weeks an operator can be working in the portfolio company, on a services agreement that runs to the sponsor's hold period: leading an integration, covering the gap before a permanent hire or showing what the company needs before anyone commits.
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
What a sponsor gets from us
We stay with each portfolio engagement after the match, with the collective behind the operator.
Reviews against the thesis
A regular session with the sponsor and the operator tests progress against the plan and flags slippage early.
Lessons across holdings
Operators have colleagues to consult. A finance workstream that opens an operations one reaches the right person.
Managed handovers
If an operator leaves mid-hold, the replacement search starts from the plan and brief we keep, and we run the handover.
Matched to the deal type
A roll-up, a carve-out and a turnaround need different operators. We match the thesis as well as the title.
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
