PE Value Creation Capacity

    Master the Company Lifecycle | Lead/Manage Through Change | Solve Problems




    Tailored for individuals who lead business growth, scale and exit-transition


    M&A, Private Equity, PE Portfolio Manager, Founder/Owner

  • Bespoke transformational learning experiences 

    driving value creation for progressive leaders in Private Equity



    Traditional PE value creation 'modus operandi' is now a commodity in the fourth industrial revolution - cost reduction is PE 1.0, financial engineering is PE 2.0 and 'best practice' is PE 3.0.


    PE 4.0 will require new value creation capacities to solve difficult problems in ESG, digital transformation, performance and talent management.  


    Different Stages for Different Results




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  • Bespoke PE Value Creation Engagements

    Ranked in Top 10 Change Management Solutions by HR Tech Outlook Magazine (2019)
    Ranked #3 All Time 'Best in Class' Methodology by Inc. Magazine (USA)

    Who Will Benefit

    • Progressive thinking PEs with multiple Value Creation philosophy through engagement.
    • ‘Buy-to-Build' philosophy.
    • Internal growth building/operations management philosophy.
    • PE portfolio businesses with turnover between £1M - £50M.
    • PE with portfolio companies on 'Growth' side of the Company Lifecycle (either ‘Go-Go’, ‘Adolescence’ or ‘Prime’).


    • Situation #1: PE Value Creation Consultant or portfolio business ‘existential crisis’ forced to invest effort, money and time ‘firefighting’ reacting to problems/challenges beyond capacity/ capability to control (abnormal problems/traps/prematurely ageing).
    • Situation #2: Opportunity to M&A or Exit-Transition and need to accelerate growth, scale, EBITDA or value creation (typical problems-opportunities).
    • Situation #3: PE Value Creation Consultant reactive to problems/ challenges beyond beyond capacity/ capability to deal with.
    • Situation #4: Using future focused and/or non customised change/growth solutions, which treat all businesses as equal when they are not (i.e. fast growth, stagnant plateau or disintegration/ turnaround).
    • Situation #5: Portfolio business transitioning from strategy/process/ technical optimisation to people/ performance optimisation (i.e. from Lean, Six Sigma and Agile process to leadership/management capacity and capability building engagements).

    Tangible Outcomes

    • Data demonstrating business results from using Company Lifecycle Methodology, +10% revenue growth after one year, +25% average EBITDA after one year and top quartile +43% growth in EBITDA after one year.
    • Balance entrepreneurial drive with structured management.
    • Multiply EBITDA in accelerated time scales (1-2 years).
    • Manage resource constraints caused by new opportunities and fast growth.
    • Identify root causes and resolving core problems.
    • Create 'Fast Track'/'High Growth' business practices.
    • Position business for year-on-year growth, new investment, trade sale or IPO.
    • Predict future problems to allocate resources.
    • One 'best in class' standardised process applies to any business, sector or industry.