Our Services

Who it's for

PE-backed rollups that have acquired multiple companies and need senior IT leadership to manage integration complexity, drive vendor consolidation, provide board reporting, and align technology with value creation goals—without the $300K+ cost of a full-time CIO across every portfolio company.

What's included

• •Strategic IT planning aligned to PE value creation and exit timelines
• •Board and investor reporting with clear, executive-level communication
• •Vendor and contract management across entire portfolio
• •IT team leadership development and performance management
• •Integration roadmap planning for ongoing and future acquisitions

Who it's for

Rollups with capable IT managers who have grown up managing single-company IT environments but now face the complexity of multi-company integration, PE board expectations, cross-functional stakeholder management, and strategic decisions that affect $100M+ businesses. They have the technical skills but need executive-level strategic guidance.

What's included

• •Bi-weekly 1-on-1 coaching sessions focused on current real-world challenges
• •Decision-making frameworks for complex multi-company scenarios
• •Stakeholder management strategies for PE partners, boards, and acquired company leaders
• •Leadership development tailored to rollup integration pressure
• •Real-time guidance on critical decisions without taking over execution

Who it's for

PE firms conducting due diligence on acquisition targets who need to understand if the IT leader can scale beyond their current environment, or portfolio companies questioning whether their IT leadership can handle another 3-5 acquisitions. Also valuable for identifying whether leadership gaps are blocking integration progress.

What's included

• •Structured interviews assessing technical depth and strategic capability
• •Evaluation of multi-company management experience and potential
• •Team dynamics assessment and organizational readiness analysis
• •Gap analysis specific to rollup IT requirements (vendor management, integration leadership, board communication)
• •Recommendations: develop in place, augment with coaching/advisory, or transition to rollup-capable leadership

Who it's for

Rollups managing anywhere from 3 to 15+ different ERP systems across acquired companies, facing pressure to consolidate for cost savings and operational efficiency but uncertain about the right approach, sequence, timeline, and risk. Typical scenario: 8 acquired companies running 6 different ERP platforms with $50M+ in collective IT spend.

What's included

• •Current state assessment: inventory and evaluation of all ERP systems in portfolio
• •Consolidation strategy: which systems to sunset, which to extend, consolidation sequence
• •Build vs. buy vs. migrate analysis with realistic cost and timeline projections
• •Vendor selection and evaluation if new platform needed
• •Implementation roadmap with risk mitigation strategies for business continuity
• •Change management planning to minimize disruption across acquired entities

Who it's for

Rollups under pressure to demonstrate cost synergies from acquisitions, typically 12-24 months post-close when PE firms expect to see savings materialize. Common scenario: 5-10 acquired companies with redundant infrastructure, dozens of overlapping SaaS subscriptions, and disparate vendor contracts with no consolidated buying power.

What's included

• •Comprehensive IT spend analysis across entire portfolio (infrastructure, applications, support, vendors)
• •Vendor and contract consolidation opportunity identification with savings estimates
• •Infrastructure and application rationalization: eliminate redundancy, sunset unused systems
• •Contract renegotiation support and strategy for major vendors
• •Prioritized roadmap: quick wins (3-6 months) vs. strategic initiatives (12-24 months)
• •Implementation support and savings tracking to demonstrate value

Who it's for

Portfolio companies 2-4 years into hold period preparing for exit, or mid-hold companies needing to validate IT investments against value creation plans. Critical when PE partners or potential buyers question whether IT can scale, whether integration decisions were sound, or whether the technology will be an asset or liability at exit.

What's included

• •Current IT state assessment: infrastructure, applications, team, processes
• •Strategic IT roadmap aligned to 3-5 year exit horizon
• •Investment prioritization: what to accelerate, what to defer, what to stop
• •Exit readiness assessment from buyer due diligence perspective
• •Board-ready strategy documentation and presentation materials
• •Implementation planning with clear ownership and milestones

Who it's for

PE firms and portfolio companies evaluating acquisition targets, typically working within 30-60 day due diligence windows. Need fast, thorough assessment of IT risks, integration complexity, and synergy opportunities to inform valuation, deal structure, and post-close integration planning. Most valuable for $50M+ acquisitions where IT is material to operations.

What's included

• •Technical infrastructure assessment: data centers, cloud, networks, security posture
• •Application portfolio evaluation: business systems, custom applications, technical debt
• •IT team and leadership capability assessment
• •Cybersecurity and compliance risk review (regulatory, data privacy, vulnerabilities)
• •Integration complexity and cost estimation for post-close consolidation
• •Synergy opportunity identification: vendor consolidation, infrastructure rationalization, cost savings
• •Post-close IT integration roadmap (100-day plan)