The deal thesis says scale sales, professionalize operations, and grow into the multiple. In practice the plan becomes a hiring plan, the founder is still the sales team, and each add-on arrives with its own five-tool stack that nobody integrates. The growth shows up late and the headcount shows up on time.
We start where the gap is largest in one company, prove it in 90 days, then roll the same build across the portfolio with the same operators and the same monthly page.
One playbook, the same operators in every company, and the same three lines on every monthly page. The examples are representative builds, not client results.
The Revenue-per-Employee Audit on a target before close: what the value-creation plan could get from systems instead of hires, with the 90-day build priced.
A target with $12M in revenue, 60 people and six hires in the plan. The audit maps which four are systems work and prices the build; at $80,000 loaded per hire, the model gets a line for $320,000 of avoided payroll a year.
When an add-on closes, its intake, follow-up, CRM and reporting are brought onto the platform's playbook in 30 days, so the new company reports the way the rest do.
A platform that acquires three add-ons a year, each arriving with its own CRM and spreadsheet reporting. Built: the 30-day kit, run by the same operators each time. Tracked: days to scorecard, hires avoided, consistency across companies.
One page a month per company (revenue per employee, hires avoided, hours returned, systems-sourced revenue) pulled from each company's accounting, CRM and HRIS, in the same definitions everywhere, formatted for the board deck.
A fund with eight portfolio companies and three reporting formats. Built: the definitions, the pulls, the page, the roll-up. Tracked: days to close, consistency, revenue per employee by company.
Which one first depends on where the hours go. The free audit maps it for your firm, in writing, within three business days.
One portfolio company, illustrative: $12M in revenue, 60 people, a plan to add six. The arithmetic is the same in every company; the point is that it’s reported the same way in every company.
$12M and 60 people: $200,000 per employee. The value-creation plan adds six hires this year.
Revenue grows 12% to $13.44M, headcount to 66. Revenue per employee: about $203,600. Growth absorbed by payroll.
Systems take the follow-up, intake, reporting and prospecting. Same $13.44M, 62 people: about $216,800 per employee, and roughly $320,000 of loaded payroll kept in the company. Across five companies, that’s a $1.6M line.
Illustrative. Loaded cost assumed at $80,000 per hire. Your companies’ numbers come from the audit, in writing.
This is what lands in the operating partner’s inbox on the first of the month, one per company, in the same definitions everywhere, and a roll-up on top. It drops into the board deck without reformatting.
Tell us which portfolio company has the biggest gap between its plan and its headcount budget. We’ll map what we’d install first, what it costs, and what the monthly page would show the board. No pitch deck.
The engagement sits with the portfolio company: its CRM, its tools, its accounts, its invoice. The monthly scorecard goes to the company and, if you want it, to the operating partner in the same format across companies.
They run on Foundations: productized marketing and operations stacks from $2,500 a month, first workflow live in 14 days, month to month after 90 days. Larger B2B companies run on Pilot, with the guarantee. Same operators, same scorecard either way.
Yes. The Revenue-per-Employee Audit on a target shows what the value-creation plan could get from systems instead of hires, with the 90-day build priced. It’s written, takes three business days from the public information plus whatever you can share under NDA, and costs $7,500 per target, credited in full to the first 90 days if we go on to work in that company.
One playbook (the fact sheet, the schema, the intake and reporting builds), one set of definitions for the scorecard, and the same operators in every company. Each build adapts to the company’s tools; the reporting doesn’t.
Everything is in the company’s name from day one: the accounts, the workflows, the agents, the data. A buyer gets a documented growth system instead of a founder’s network, which is the point.
The free Revenue-per-Employee Audit on the portfolio company with the biggest gap: its number, the hires in the plan, what a system absorbs, and the 90-day build. Written, within three business days.