The structure is in Jersey. The companies are everywhere else.
Sponsors use the island for their vehicles and run their portfolio from elsewhere. A value-creation plan still needs a senior operator inside each company that is part of it.
Where the hold loses time
Once the deal closes, these get in the way:
The administrator covers the fund, not the company
Fund reporting is well handled. The operating reporting inside the portfolio company is a different task and often nobody's.
The seat is empty at completion
Following an acquisition, the finance lead who came with the target resigns, and a permanent replacement would take a quarter to find while the business plan is already live.
Founder and sponsor read the business differently
Each side is right about something. With no operator between them, the difference turns into friction.
Cover for a set period
An integration, a platform rebuild or a carve-out calls for senior cover over a set period, not permanently.
Operators are in the portfolio company within weeks, under a services agreement written to suit the length of the hold. Sponsors can use us for one defined workstream, to cover the gap before a permanent appointment, or to find out what a company really needs before a hire is made.
Who this is for, and who it is not
Best for
- Deploying a senior operator inside a portfolio company
- Executing a 100-day plan the moment the deal closes
- Value creation through the hold, not another advisory report
- Building reporting, systems and management credibility before an exit
- Operational diligence and leadership-gap assessment before you buy
Not for
- A strategy deck or set of recommendations to hand back
- A business that wants an adviser, not an operator inside it
- Pure diligence with no operator deployed afterwards
- A mandate for oversight rather than hands-on execution
Operators for holdings run from elsewhere
Sponsors get operators for companies held through island vehicles, chosen for the plan and not for availability.
Compared with the plan
On a set rhythm we compare the engagement with the value creation plan, and raise drift early.
For each holding
A sponsor with several holdings can draw on one collective for each of them.
Through the hold
For as long as the sponsor holds the asset, we keep the brief and the review notes, so a new operator picks up rather than starts over.
Conflicts found before you meet
Ties to the seller, the administrator or a competitor are checked at matching, not found later.
Across the PE investment lifecycle
From pre-deal to exit preparation.
Pre-deal: operational due diligence
Embed a Fractional COO or CFO to support your ODD. They identify gaps your model hasn't priced.
Post-acquisition: fill the leadership gaps
Begin deploying the right operator within days of instruction. No recruitment pipeline, notice periods, or trial risk.
Value creation: operational improvement
Build financial infrastructure, operating cadences, commercial engines, and professional people structures.
Exit preparation: build credibility
A Fractional CFO producing clean board reporting and investor-grade financials is a meaningful credibility signal in any sale process.
The value-creation matrix
Each value-creation lever maps to the operator built to own it. Most plans pull two or three at once.
Portfolio company leadership options
Match the right fractional operator to the specific portfolio company need.
Operating partners to
