About Poscit Consulting

We work with portfolio companies and PE operating partners to solve practical IT challenges within the constraints of your value creation timelines. Our engagements focus on delivering actionable recommendations and board-ready deliverables—not 100-page strategy documents that sit on shelves. We understand that PE firms operate on 3-7 year horizons, and every IT decision needs to either support the current hold period's value creation plan or position the business attractively for exit.

We've seen rollup IT done well and done poorly. We know what works when consolidating 12 different ERP systems, what doesn't work when trying to capture IT cost synergies too aggressively, and how to evaluate whether an acquired company's IT leader can scale beyond their original environment. This pattern recognition—built from dozens of rollup engagements—is what allows us to move quickly and avoid the mistakes that other advisors are encountering for the first time.

Most importantly, we speak the language of both IT and PE. We understand IRR, EBITDA impact, and value creation plans. We can translate technical complexity into business terms that boards understand, and we can take board-level strategic direction and turn it into executable IT roadmaps.

Poscit Consulting has supported rollups across manufacturing, business services, healthcare, and distribution, typically between 3 and 15 acquisitions and $100M-$1B revenue. We've guided platforms consolidating a dozen ERPs, helped deliver $5M-$10M in IT cost synergies, and prepared IT for buyer diligence when early feedback flagged risk.

Typical engagements involve companies grappling with concrete challenges: a business services rollup with 12 different ERP systems and no clear path to consolidation; a manufacturing platform trying to capture $8M in promised IT cost synergies 18 months post-close; a healthcare rollup preparing for exit where IT was flagged as a risk in preliminary buyer diligence; a distribution company evaluating whether their IT leader can handle three more planned acquisitions.

We understand PE value creation: operating partners needing leadership coverage without full-time CIOs everywhere; CEOs inheriting fragmented IT stacks; deal teams needing IT diligence fast enough for term sheets. We bring patterns from dozens of similar situations—what to consolidate now vs. later, how to coach IT leaders to board readiness, and how to keep integrations moving while more deals close.

The constraint is time: 3-7 year holds, more acquisitions on deck, and buyers scrutinizing IT. We focus on decisions that protect valuation—sequencing ERP consolidation sanely, proving cost synergies, shoring up security, and ensuring IT is an asset at exit.

We don't work with startups, stable single-entity businesses, or companies outside the PE rollup model. Our expertise is specifically in the complexity of multi-company integration and the unique pressures of PE ownership. If you're running IT for one company, even a large one, you don't need us—you need different expertise.

This focus isn't a limitation; it's our strength. When you work with us, you're getting someone who has navigated your exact situation multiple times before. We're not learning rollup IT on your engagement—we're applying proven patterns and helping you avoid expensive mistakes.