Make the value-creation plan something the company actually runs.
For funds, holding companies, and operating-system builders that hold for the long term, and need the plan to land in the company, beyond the data room.
The firm sets the thesis
What the hold is meant to produce, and by when.
The team builds the plan
Written by the people who have to deliver it, so they own it.
The company runs the cadence
Reviewed monthly, planned quarterly, without an operating partner in the room.
The capability stays
Through the hold, and into the exit where it prices.
Two mandates. The same gap.
Built for emerging and lower-middle-market funds, long-hold holding companies, and operating-system builders. If you hold for years and invest on fundamentals, this is for you.
"Fund II gets raised on what Fund I can prove."
The thesis is sound and the bench is thin. You cannot staff every hold with an operating partner, and LPs are not underwriting one good outcome. The work puts a repeatable operating standard inside each company, run by the company, so the track record is a system rather than a story.
"There's no exit clock. There's also no forcing function."
A long hold removes the deadline that makes most plans move. The cadence replaces it: annual and quarterly planning, monthly review, weekly problem solving. Compounding gets a mechanism, and the capability you build stays in the company instead of in your platform team.
The hold rarely fails on the thesis.
The hold that underdelivers rarely fails on the thesis. It fails because the plan never became work the company owned, and the capability walked out with the operating partner.
The plan, owned by the company. The capability, kept to exit.
The same three steps, mapped to the hold and engaged by the firm.
ValueX
An assessment of value in your context, prioritized next steps, completed in 45 days or less.
›Design12
The plan cascaded into work the portfolio team runs: aligned, incentivized, and reviewed on a cadence.
›Build90
Ninety-day cycles with portfolio-company leadership that keep the bridge on track and build capability that prices into the exit.
A portfolio team that owns the plan and runs it. When a firm has to keep an operating partner in the weeds, the system is what's missing; we build the system. The capability stays in the company and shows up where it counts at exit.
Build90 is that discipline, applied to the hold. A cadence the company runs itself is what holds a plan together through the cycles nobody underwrote. Collins and Hansen found the same in the companies that outperformed through turbulence:
“The march imposes order amidst disorder, discipline amidst chaos, and consistency amidst uncertainty.”
The 20 Mile MarchJim Collins and Morten Hansen, Great by Choice, ch. 3Every ninety days, the firm answers the same question.
Build90 advances on completed work, not the calendar. Each gate closes with one decision that belongs to the sponsor: is it time to pursue a capital event in the next 90 days? No, and the build continues and the bridge keeps closing. Yes, and the work turns toward process, with a company that has been run to that standard the whole way. A formal answer every cycle. The exit becomes a date the firm chooses, rather than one it backs into.
An owner who sells to a capital partner we work with keeps their momentum through the sale, and the company doesn't lose a step in the transition.
What it's worth when a capital partner backs it.
Written into the term sheet. Built into the company.
Membrion is a venture-backed deep-tech company in Seattle. Its lead investor valued the operating work enough to write it into the Series B term sheet, funding the engagement out of the round's use of funds.
We installed the foundation the company had never built: mission, strategy, an investor-grade financial model, and a quarterly planning cadence the leadership team runs. In the founder's words, it was the first real foundation the company had.
Membrion went on to close its next round at roughly three times the valuation it went into the Series B on.
On the same side as your LPs.
To put our work on the same side as you and your LPs, we prefer part of our compensation tied to value created rather than time spent. Most often that is participation in performance or milestone bonuses, or a form of equity in the portfolio company. Where we work across a portfolio as an embedded partner over an extended period, it can extend to the fund structure itself, as carried interest or a share of the promote. The form follows the mandate. It gets named at the start, and scoped, fixed-fee work stays available where that fits the firm better.
Explore a fit.
Start with one real conversation about the hold, and how the plan lands.
Start a conversation