A discipline lead for every lever of value.
Each Chair leads a discipline that drives value in an acquired business. They work at the strategic level and build out their own networks of specialists as a portfolio company requires them. You are not handed a consultant — you are given access to a discipline lead who is accountable for a specific lever in the value-creation plan.
Eight disciplines that drive value after close.
Strategy & Value Creation
Translates the investment thesis into the company's three-year value-creation plan.
Converts the acquisition thesis into an operating plan with sequenced initiatives, owners, and milestones. Maintains the value-creation roadmap across the hold period and keeps the plan honest against actual performance.
Finance
Owns FP&A, working capital, capital structure, and margin architecture.
Financial planning and analysis, cash and working capital management, capital structure and debt service, pricing-to-margin analysis, and the financial reporting cadence the business will be held to.
Human Capital
Builds the organization that operates without founder dependency.
Organizational design, recruiting and onboarding of the general manager and leadership bench, compensation and incentive structures, performance management, succession planning, and the culture work that survives an ownership change.
Revenue
Owns demand generation, sales, pricing, and customer retention.
Demand generation and marketing, sales process and sales leadership, pricing strategy and rate realization, and customer retention and churn reduction in recurring-revenue models.
Operations
Owns process, service delivery, capacity, quality, and unit economics.
Core process design and documentation, service delivery standards, capacity and scheduling, quality systems, vendor and supply management, and unit-level economics.
Data & Systems
Builds the reporting infrastructure that makes performance provable.
Core operating and accounting system selection and implementation, KPI architecture and dashboards, data hygiene, and the reporting discipline that supports a clean quality-of-earnings review at exit.
Risk & Compliance
Manages regulatory, licensing, insurance, and contractual exposure.
Industry licensing and regulatory compliance, insurance program design, contract standards, entity governance, and the operational risk controls specific to property services and skilled trades.
Integration & Exit
Owns the first ninety days and the readiness of the company for its next owner.
Leads the first ninety days after close: stabilization, communication, quick wins, and system installation. Works backward from the eventual exit to define what must be true, and when, for the business to be underwritten at a higher multiple by its next owner.
Chair appointments are in process. Discipline leads are appointed as portfolio requirements warrant.
The functions that work before close.
The Deal Team works before close. The Chairs work after it. These functions are deliberately separate: the discipline that judges a business as an operator is not the discipline that judges it as an investment.
Acquisition
Investment thesis, deal sourcing, evaluation, structuring, and financing.
Transaction Management
Diligence coordination, documentation, lender and advisor management, and closing.
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