Portfolio leadership on the plan's timetable.
A value-creation plan depends on who carries it out. The seat is often empty just as the clock starts.
Where portfolio plans lose time
The pattern repeats across sponsors:
The first quarter is spent recruiting
A permanent search runs for months while the plan is already under way.
Reporting is not sponsor-grade
The company still reports as it always did, and the fund needs more.
Founder and fund read the business differently
Both are right about something. With nobody in between, the gap turns into friction.
The gap is real but temporary
Folding in an acquisition, rebuilding systems or carving out a unit is a job with an end date, and a senior operator can do it without joining permanently.
We embed operators into portfolio companies in weeks, under a services agreement. When the work is done they hand over to the permanent team.
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
For sponsors
Sponsors get an operator matched to the plan, not to whoever is free.
Checked against the plan
Each review sets the engagement against the value creation plan, and gaps are named while they are still small.
For each holding
Across a portfolio of Israeli companies, the same collective serves each one.
Through the hold
The brief and the review history belong to the engagement for the whole holding period, which turns any change of operator into a handover.
Between sponsor and founder
The operator reports to the fund and leads the company. We match for both.
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
Start the search within days of instruction and have the right operator embedded within weeks. 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.
Our operating partners have worked at
