The problem
Revenue quality, churn, debt and working capital are modelled to the pound. The team expected to deliver the plan is frequently assessed on instinct and a management presentation.
That asymmetry is expensive. A leadership change in year one absorbs management time, delays the plan and resets the value creation timetable. It is almost always cheaper to test capability before completion than to correct it afterwards.
How we help
An independent view on whether the management team can deliver the plan being underwritten, where the gaps sit, and what filling them will cost in time and money.
The hires that unlock the thesis, sequenced against the first hundred days rather than dropped in all at once.
Standing market maps across a portfolio so hiring becomes proactive. Useful when several assets need the same scarce capability.
The leadership story a buyer will interrogate: bench strength, dependency on the founder or CEO, and whether the next stage of growth has an owner.
Working with us
Deal timetables do not wait. We run diligence work in compressed windows by using existing market knowledge rather than starting every mapping exercise from scratch.
We are not selling the deal. If the leadership team is stronger than the paperwork suggests, we say that too. Our value is a defensible read, not a convenient one.
The same team supports multiple assets, so knowledge of your investment style, reporting expectations and cultural preferences compounds rather than restarting with each mandate.
Fixed fee diligence, retained search for portfolio appointments, and framework arrangements where volume justifies it.
We can run talent diligence inside a live timetable. Tell us the sector, the thesis and the deadline.
