Technology leadership for PE-backed companies
The value-creation plan has a technology line. Someone must own it.
Diligence found the gaps; now the hold-period clock is running. Add-ons need integrating, reporting needs to be board-grade, and the exit will include a technology diligence of its own. Portfolio companies rarely need a full-time CIO. They need senior leadership that moves at deal speed and speaks both operator and investor.
What we see in private equity-backed companies
Diligence findings without an owner
The QoE and IT diligence flagged risks. Twelve months later, the fixes are still a slide, because nobody senior owns them.
Add-ons that never integrate
Each acquisition brings another ERP, another domain, another MSP. Synergies stay theoretical until systems actually converge.
Reporting the board cannot use
Metrics assembled by hand from systems that do not talk to each other: slow, fragile, and impossible to trust at close.
How we help
Diligence-to-roadmap conversion
Turn findings into a sequenced, budgeted plan tied to the value-creation thesis, then own its execution.
Integration leadership
Day-one readiness and systems consolidation for add-ons, run by someone who has done it before.
Exit-ready technology
Clean architecture, documented security, and reporting a buyer’s diligence team will respect.