For PE operating partners and portfolio company leadership. We deliver the operational expertise that turns value creation plans into EBITDA - 100-day diagnostics, operational improvement, and clean exit preparation at target multiple.
A value creation plan cannot be governed without an accurate baseline of process, technology, and reporting maturity. Most portfolio companies don't have one - and building it quickly, without disrupting the business, requires a different capability than the fund can typically provide.
Bolt-on acquisitions that made strategic sense on paper become operational headaches when incompatible systems, duplicate processes, and inconsistent data have to be resolved under time pressure. Most acquisition synergies are lost in the integration, not the deal room. Without dedicated governance, integration stalls and the combined entity underperforms.
When the portfolio company cannot produce reliable KPI packs, covenant reporting, or board-level MI, fund confidence erodes. The root cause is almost always process and system, not a finance team capability issue - and it needs to be addressed at that level.
System upgrades or replacements initiated to support the value creation plan carry significant execution risk. Without independent programme governance, these projects drift, consume management attention, and frequently miss the delivery window the fund needs.
Buyers discount or walk away from businesses where operational data cannot be interrogated with confidence. Getting systems, reporting, and process documentation to due diligence standard in the 12-24 months before exit is a programme in its own right.
When the value creation plan shows execution strain - targets missed, programmes delayed, management stretched - the gap between strategic intent and operational delivery needs an independent diagnosis before further investment is committed.
Most PE engagements begin with the 100-day Health Check - a fixed-scope diagnostic across process, technology, and programme that gives the operating partner and portfolio CEO a risk-rated view of where the operational infrastructure is fragile relative to the value creation plan.
From there, engagements typically cover one or more of: programme governance across a system change or integration, fractional transformation leadership embedded into the portfolio company, or exit readiness preparation scoped to the buyer due diligence standard.
Assured Velocity operates at the level of the operating partner and portfolio CEO - providing the execution coordination and independent assurance that sits between the fund's strategic intent and the management team's delivery capability.
"We needed someone who could run between the fund and the portfolio company without being conflated with either. Assured Velocity occupied exactly that position."
Internal teams are typically close to the problem and accountable to the management hierarchy. Assured Velocity provides independent coordination across the pieces your team is juggling - programme governance, system selection, integration sequencing - without creating a political layer inside the business.
Strategy firms identify the plan. Assured Velocity executes between the plan and the delivery - the gap where Big 4 typically leave the room. The work is hands-on, operationally embedded, and accountable to outcomes rather than deliverables.
Start with a 30-minute call to confirm fit and agree what a useful first step looks like - whether that is a 100-day health check, a programme governance wrap, or exit readiness preparation.
A fixed-scope 14-day independent diagnostic. Board-ready output. Fixed price.
Integration programme design, operating model definition, and value realisation tracking across the full deal lifecycle.
Senior fractional leadership embedded into your organisation. Scoped to the outcome, not an open retainer.
All three entry points are free and take under an hour. Each gives you something useful regardless of what comes next.
See exactly where the drag is before spending anything. Personalised scorecard and top 3 profit constraints.
Free · 30-45 minA senior consultant turns your survey results into a clear next step. Live debrief, peer comparison, profit scenarios.
Free · Short call12 structured questions. Clear recommendation on the right service path. No hard sell.
“The operational due diligence found three issues that would have hit the value creation plan in the first year. We renegotiated the price.”
“The 100-day review gave the portfolio company and the fund a shared view of what needed to happen and who owned it. Invaluable.”
“Integration was stalling six weeks post-close. Assured Velocity reset the governance and got us back on the value creation plan.”
“They gave us an independent view of the target's operating model before we committed. The findings changed how we structured the deal.”
“Exit preparation had been treated as a finance exercise. The operational readiness review found gaps that would have surfaced in due diligence.”
“Senior, independent, and with genuine portfolio company experience. They embedded at pace and gave the fund the visibility it needed.”
“The operational due diligence found three issues that would have hit the value creation plan in the first year. We renegotiated the price.”
“The 100-day review gave the portfolio company and the fund a shared view of what needed to happen and who owned it. Invaluable.”
“Integration was stalling six weeks post-close. Assured Velocity reset the governance and got us back on the value creation plan.”
“They gave us an independent view of the target's operating model before we committed. The findings changed how we structured the deal.”
“Exit preparation had been treated as a finance exercise. The operational readiness review found gaps that would have surfaced in due diligence.”
“Senior, independent, and with genuine portfolio company experience. They embedded at pace and gave the fund the visibility it needed.”
The right diagnostic depends on where you are in the investment cycle - early risk scan, value creation baseline, or exit preparation.
1-2 days. For PE Operating Partners who need a fast independent operational read on a portfolio company before the 100-day plan is locked.
Learn more →21-28 days. Whole-business baseline. The right starting point before a major transformation programme or exit preparation.
Learn more →The highest-value services for PE-backed businesses are: operational performance improvement (EBITDA uplift), technology modernisation that reduces cost or enables scale, post-acquisition integration, and fractional executive leadership to fill capability gaps during the hold period. All work is framed around the value creation plan and exit timeline.
We work as an extension of the operating partner function - providing senior resource to portfolio companies that the operating partner does not have the bandwidth to deliver directly. We align to the value creation plan, report through the operating partner or investment director, and are transparent about progress and blockers at the frequency the investor requires.
A value creation plan (VCP) is the PE firm's roadmap for improving EBITDA and enterprise value during the hold period. Transformation work earns its place in the VCP by delivering quantifiable EBITDA impact - cost reduction, revenue enablement, or multiple expansion through operational capability. Every workstream needs a line of sight to a financial outcome.
PE timelines are compressed relative to corporate environments. We mobilise quickly, prioritise ruthlessly, and are accustomed to reporting to investment committees as well as management teams. We do not run lengthy discovery phases before producing output - we work at the pace the investment thesis requires.
Yes. Providing fractional or interim COO, CTO, or transformation director capability to portfolio companies is one of our most common PE engagements. This fills capability gaps without the cost and delay of a permanent hire, and the interim leader can support the search for a permanent successor where needed.
A 100-day plan for a newly acquired business covers: leadership and governance alignment, identification of quick-win EBITDA opportunities, technology and operational risk assessment, key people retention actions, communication to customers and suppliers, and definition of the integration workstreams that will run beyond day 100. It is a working document, not a presentation.
Exit preparation work typically includes operational resilience assessment, management information quality improvement, removal of key-person dependencies, and documentation of the operating model in a format that supports vendor due diligence. The goal is to present a business that is investable at the target multiple - clean, scalable, and demonstrably well-run.
Outcomes have included documented EBITDA improvement through operational cost reduction, working capital improvement through process redesign, technology cost reduction through vendor rationalisation, and revenue protection through improved operational resilience. We are happy to discuss specific case studies on request.
We can provide operational due diligence support - assessing whether the operational platform of a target business is capable of supporting the investment thesis. This covers technology risk, process maturity, management information quality, and operational scalability. We do not provide financial due diligence.
Alignment starts with a shared understanding of the value creation plan and clear ownership of each workstream. We help establish the governance cadence - management reporting to the board, board reporting to the investment committee - that keeps everyone working from the same information and resolves conflicts before they become blockers.