execution support for PE-backed businesses navigating change
Private equity is under pressure to deliver and value creation is getting harder. Multiples are tightening, exits are delayed and carry is reducing - alongside growing evidence that revenue is now viewed as the lead lever ahead of cost or capital structure.
As businesses and investors adapt, I work with boards and leadership teams to support - most often where a business is fundamentally sound but needs to respond to changing operating environments, constraints and expectations.
Engagements typically begin around a defined issue and evolve as circumstances develop. I work flexibly, bringing senior judgement and hands-on leadership to translate intent into disciplined delivery and value. Post-transaction transformation work can extend into transitional commercial leadership, roll-up integration can migrate into go-to-market transformation and hands-on leadership.
where i am most useful
I am most often brought in at transition points that routinely stall value creation in PE-backed businesses and portfolio companies.
Work often begins with a defined project or programme and extends, where required, into broader operating responsibility as the business navigates change — as complexity increases and priorities crystallise.
In particular:
- After acquisition - when integration execution risks stalling and requires clear operating ownership, momentum and transitional business leadership to deliver to PE expectations
- During transformation - throughout the programme phase and when leadership responsibility needs to convert into hands-on operating authority and delivery requires senior operating grip rather than further analysis
- During scale-up or consolidation, including across multi-disciplinary businesses - when material revenue-synergy value sits across entities and must be realised through influence, trust and coordination in multi-stakeholder environments
- Following ownership change - when strategy is sound but operating rhythm, leadership focus or execution discipline need to adapt to increased pace, ambition, scrutiny or complexity
Giving investors and boards confidence that execution can move ahead pragmatically - while ensuring senior operating grip is available as objectives evolve and the business navigates change.
typical roles
Interim transformation or integration lead | Interim Chief Commercial Officer | Interim COO / operating lead | Operating partner or value creation support | Senior programme leader transitioning into operating leadership
