G. B. Piranesi · Ichnographia Campi Martii · 1762
PE PortfolioCompanies
Financial intelligence inside each portfolio company: sharper margins, working capital freed, answers on hand instead of rebuilt each quarter. Repeatable from one portco to another, or across a roll-up. Built with portco CFOs and value-creation teams.
The value is already in the numbers. Reaching it takes far more effort than it should.
Every portfolio company already holds the figures that would sharpen its next decision: margin by product, by customer, by branch; where working capital is tied up; which cohorts pay back. But that data lives across systems built to run the business day to day, not to answer strategic questions. So reaching those answers is a project in itself, usually a large spreadsheet assembled by hand a few times a year, rather than something on hand when the decision is actually in front of you.
Across a platform plus bolt-ons, that effort repeats at every one, the work done for one never carries to the next, and the consolidation only becomes more difficult.
Each a good option, but for siloed tracks.
A fund has the same gap at every company and four usual ways to fill it. Each does real work; none is built to combine the finance and the data infrastructure that makes deep analysis repeatable.
Interim CFO
Steadies the finances, but rarely has the time or the skillset to build the infrastructure that enables deep analysis, or to automate it so it keeps running after they leave.
QoE or diligence shop
Measures the company at a moment in time, then hands over a deck. Capturing the value it points to, and repeating the measurement later, stays with you.
Planning platform
A system you rent. It reports what you configure it to; the data model and the analysis behind it are still yours to build and maintain.
A hire at each company
A capable controller keeps the books, but building analytical infrastructure is a different discipline, and a hire at one company does nothing to standardize or scale the work across a roll-up.
We sit in the middle.
A finance operator who builds the data infrastructure alongside the numbers, so the analysis that moves a company gets done once, gets automated, and holds up from one portco to the next.
The layer we build inside each company.
We work directly with the portco CFO or finance director and coordinate with the fund’s value-creation team. The result is finance that answers questions rather than only reporting them, built once and made repeatable.
On recent engagements, a close that used to run for weeks now lands in days.
Analysis that changes decisions
The metrics operators actually use: margin by product and service line, unit economics by cohort, working-capital cycles, pricing. Built on infrastructure that produces them on demand, with rolling forecasts and scenario models, so the analysis is done once and then repeats without the annual scramble.
A close that runs underneath
Reconciliations, accruals, and intercompany entries, owned at the company level and compressed to a fixed and predictable date. It runs quietly beneath the analysis rather than consuming the month, and each package is built to roll up cleanly.
Consistent across the book
The same chart of accounts, close calendar, and definitions, company to company, so consolidation is clean and each new company starts from what the last one built, instead of from scratch.
What changes in the companies.
- Margin visibility the operators act on inside the month, not after it.
- Cash pulled back out of working capital.
- A close that lands on a fixed date and stops owning the team’s calendar.
- Decisions backed by numbers that hold up.
- And across the book: one format, clean consolidation, each company starting ahead of the last.
Creating value inside one company, or standardizing finance across the portfolio?
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