The leadership behind the investment thesis.
We help private equity firms and their portfolio companies put the right leadership and organization in place to deliver the investment thesis, from diligence through to exit.
Across the life of the investment
Value creation depends on the people carrying the plan. We work with deal teams, operating partners and portfolio leadership at the moments where leadership matters most.
Diligence
An honest read of the leadership team before you commit: who can carry the thesis, where the gaps are, and what it will take to close them.
The first 100 days
Aligning the leadership team around the value creation plan, clarifying roles and accountabilities, and setting the organization up to deliver.
Value creation
Building the leadership and team capacity to scale, through coaching, team work and organization design tied directly to the plan.
Exit readiness
Strengthening succession and the leadership bench, so the business is ready for its next owner and its next stage of growth.
We've sat on the investor side. Our co-founder Pablo Gaito was Managing Director of Talent and Organizational Performance at The Carlyle Group, where he assessed C-level teams through diligence and advised portfolio companies on the leadership behind the investment thesis.
Examples of our impact
Aligning strategy, leadership and organization for the next stage of growth
A leading private equity firm had reached an inflection point. Its ambition was clear: scale the firm while protecting what made it distinctive. But growth raised deeper questions about its future: what kind of firm it wanted to become, whether its leadership was ready to carry that ambition, how the organization needed to evolve, and what would unite people as the business grew. We worked alongside the leadership team across these questions rather than treating them as separate workstreams. Through executive offsites, quarterly business reviews, leadership and team insight, and individual advisory, we helped the firm sharpen its strategic priorities, create a shared purpose and distinctive edge, and translate the growth ambition into the leadership and organizational capabilities required to deliver it. We surfaced tensions and development needs at the top and worked with individual leaders to expand their capacity for the roles the firm was growing into. The result was more than a talent assessment or leadership program. The firm emerged with greater clarity about the business it was building, a leadership team more aligned around how to build it, and a stronger understanding of the individual and collective capacity required for the next stage of growth.
Changing mindsets to carry a growth transition
A firm in the middle of an ambitious growth initiative faced the hardest part of any transition: not changing what leaders do, but changing mindset. We got inside the organization, came to understand it, and gave people the perspective that only an outside partner can, guiding leaders one to one without becoming the taskmaster, with development tied directly to the growth agenda. Over the course of a year the mindsets shifted, and with them the trajectory of the change further than leadership had thought possible twelve months earlier.
Let's talk about the leadership your portfolio needs.
Whether you're assessing a management team, preparing for the first 100 days or building toward exit, we'd be glad to hear what you're working on.
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