Get the right person for PE Value Creation & 100-Day Plans.

Real engagement work for PE portfolio companies

Engagement begins by bridging the gap between investment theses and granular daily operations. When a sponsor initiates a hundred-day plan, the primary objective is stabilizing reporting while simultaneously identifying critical management gaps that could derail value creation. We prioritize consultants who understand that a sponsor reporting rhythm is fundamentally different from standard corporate accounting, requiring immediate visibility into covenants and liquidity. The consultant must translate high-level value creation plans into specific workstreams with clearly defined owners. Success is not defined by the volume of tasks completed but by the accuracy of forecast assumptions and the operational maturity gained within the first quarter, ensuring the company can execute its strategy effectively. This process requires a firm grasp on the distinction between routine accounting functions and the sensitive transparency required by private equity sponsors during the initial stabilization period of a new investment.

Fit beyond the executive job title

Evaluating a consultant requires looking past standard CFO or COO credentials to confirm they possess the specific experience needed for a private equity portfolio environment. We assess whether candidates have previously managed complex add-on integrations or handled distressed liquidity scenarios under tight reporting deadlines. A candidate must demonstrate the ability to balance the demands of both the investment sponsor and the existing management team. We look for individuals who understand how to clarify decision rights when reporting lines become ambiguous post-acquisition. The right consultant does not just fill a seat, they integrate into the existing organizational culture to drive necessary change while maintaining operational continuity throughout the transition phase. This necessitates a balance of technical financial expertise and the soft skills required to manage sensitive interpersonal dynamics within newly acquired businesses.

Practical priorities for the first 90 days

The first ninety days are split into distinct stages: immediate stabilization, rigorous assessment, and early execution. During the first thirty days, the consultant focuses on confirming the integrity of financial data, establishing the reporting rhythm, and identifying the most urgent management gaps. The second month transitions toward validating the value creation plan, which involves testing the feasibility of operating initiatives against existing internal resources. By the third month, the focus shifts to ensuring that dependencies are mapped and that the management team is positioned to sustain the new pace. These stages serve as a practical framework for prioritizing work, remaining flexible to address the shifting operational risks inherent in newly acquired companies. Executing these phases effectively requires a consultant who can adjust their approach based on the specific constraints and internal capabilities present in the firm upon arrival.

How we evaluate this particular specialty

Our evaluation process centers on the candidate’s history of managing complex stakeholder expectations in a sponsor-backed context. We vet for technical proficiency in covenant monitoring and cash flow forecasting while testing their approach to resource constraints. We specifically ask candidates how they distinguish between administrative activity and tangible operational improvements, looking for examples where they utilized evidence of outcomes rather than mere task completion. We also examine their experience in aligning disparate business units toward common value creation goals. By verifying that they understand the boundaries of their authority and how to document dependencies, we ensure the candidate can provide meaningful leadership that satisfies both the investor and the operating entity. A candidate must be able to articulate exactly how their involvement directly contributes to the realization of the investment thesis.

Identifying potential red flags

We warn clients to be cautious of consultants who rely heavily on generic playbooks rather than adapting to the specific operating facts of the business. A red flag appears when a candidate presents a laundry list of activities without identifying who is responsible for execution or how those tasks impact liquidity. Similarly, avoid consultants who ignore the necessity of aligning with existing staff or those who fail to distinguish between reporting requirements and actual value-driving operational work. Be wary of anyone promising immediate results without a clear understanding of the specific investment thesis. Look for candidates who ask probing questions about current internal capacity, reporting transparency, and decision-making structures early in the conversation. A consultant who is unwilling to audit the status quo before implementing changes often poses a risk to the fragile post-close environment.

Agreeing on scope and handover protocols

Effective project closure begins with clear expectations established at the start of the assignment. We facilitate the agreement of specific deliverables, including the reporting format, decision-making authority, and the expected cadence of progress reviews. A central part of the engagement involves documenting all dependencies, unfinished workstreams, and remaining strategic decisions for the successor. This handover protocol ensures that the executive or team taking over has a full view of the current status and clear directions for upcoming milestones. There is no upfront fee for our matching service. You only pay once you engage a consultant you choose, and you remain in control of the pace, scope, and final selection process throughout. Documenting the work accurately ensures that the transition from a consultant to a permanent solution is handled with full visibility and minimal disruption to ongoing operations.

Transformation, Restructuring & Turnaround

• Interim Chief Restructuring Officer
• Interim Chief Transformation Officer
• Interim Head of Business Transformation
• Turnaround CEO
• Turnaround CFO
• Interim Cash Management Lead
• Interim Performance Improvement / Cost Reduction Lead
• Interim Operating Partner
• Interim Value Creation Lead
• Interim Wind-Down Manager
• Restructuring officer
• Chapter 11 Chief Restructuring Officer
• Interim Transformation Director
• Interim Head of Transformation
• Interim Turnaround CEO
• Turnaround executive
• Interim CEO for distressed companies
• Restructuring CFO
• Crisis CFO
• Interim CFO for distressed companies
• 13-week cash flow consultant
• Liquidity management lead
• Fractional Operating Partner
• PE value creation lead

Operations & Manufacturing

• Interim COO
• Fractional COO
• Interim VP Operations
• Interim Operations Director
• Interim Plant Manager
• Interim Site Leader
• Interim Director of Manufacturing
• Interim VP Quality
• Interim Quality Manager
• Interim Head of EHS
• Interim Continuous Improvement Director
• Interim Director of Engineering (Manufacturing)
• Interim Head of Customer Operations
• Interim Director of Field Operations
• Interim Director of Maintenance & Reliability
• Operations executive
• Integrator (EOS)
• Fractional Operations Executive
• Interim Head of Operations
• Interim Site Director
• Interim Plant Director
• Interim Factory Manager
• Interim Quality Director
• Interim Head of Quality
• QA Manager
• Quality Assurance Manager
• Interim EHS Director
• Interim Safety Director
• Interim HSE Manager
• Interim Lean Director
• Interim Operational Excellence Lead
• Lean Six Sigma consultant
• COO
• Integrator

Finance & Accounting

• Interim CFO
• Fractional CFO
• Interim VP Finance
• Interim Finance Director
• Interim Chief Accounting Officer
• Interim Controller
• Fractional Controller
• Interim Plant / Division Controller
• Interim Assistant Controller
• Interim Accounting Manager
• Interim VP of FP&A
• Fractional FP&A Lead
• Interim Treasurer
• Interim Head of Tax
• Interim Director of Internal Audit
• Interim SEC Reporting Director
• Interim Technical Accounting Lead
• SOX Program Lead
• Interim Head of Investor Relations
• Interim Credit & Collections Director
• Interim Project Accounting Manager
• Contract CFO
• CFO consultant
• Fractional Finance Director
• Interim Principal Accounting Officer
• Interim Corporate Controller
• Contract Controller
• Contract Accounting Manager
• Accounting Supervisor
• Interim Director of FP&A
• Interim Head of FP&A
• FP&A consultant
• Interim Head of Treasury
• Interim Treasury Director
• Cash management consultant
• Interim VP Tax
• Interim Tax Director
• Tax consultant
• Interim Chief Audit Executive
• Interim Head of Internal Audit
• Internal audit consultant
• Interim Director of External Reporting
• Interim Financial Reporting Manager
• SEC reporting consultant
• Technical accounting consultant
• ASC 606 consultant
• ASC 842 consultant
• Interim Director of Technical Accounting
• Interim SOX Manager
• SOX compliance consultant
• Internal controls lead
• CFO
• Outsourced CFO
• Exit-Readiness CFO

M&A, Integration & Strategy

• Interim Head of Corporate Development
• Interim M&A Director
• Post-Merger Integration Lead
• Carve-Out & Separation Lead
• TSA Manager
• Synergy / Value Capture Lead
• Operational Due Diligence Lead
• Exit Readiness Lead
• Interim Chief Strategy Officer
• Interim VP Corporate Development
• Corporate development consultant
• Interim Integration Director
• IMO Lead
• PMI consultant
• Interim Separation Director
• Divestiture lead
• TSA exit lead
• Interim Head of Strategy
• Fractional Chief Strategy Officer