Portfolio leadership that moves with the project.
Investors in West Australian contractors and services firms buy good earnings and thin management. The thesis depends on running the business better than the founder did.
Where the plan meets the site
The deal is done. Delivery depends on gaps being filled:
The founder was the system
Pricing, relationships and crew decisions lived in one head, and the hold period starts with that person stepping back.
Cost data that arrives late
Job costing is rebuilt from invoices weeks after the work, and the board sees problems when they are finished.
Safety comes with the deal
A new owner inherits the safety record and the culture behind it, and the board needs to see risk clearly from the first quarter.
A permanent hire is a bet on the cycle
A full-time executive hired at the peak is hard to carry through the trough.
A fractional executive covers the seat now and builds what the plan depends on: job costing that is current, reporting a fund can read and a management layer that works without the founder. They flex with the cycle and help choose the permanent hire when the time comes.
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
Our part in the hold
The seat the value plan relies on gets filled, and our governance stays wrapped around it as the business moves through the cycle.
Seen by the fund
We review each engagement with the fund at set points, and raise cost or schedule drift while there is still room to act.
Depth from the collective
Executives in a holding can turn to our collective of 800+ when job costing, plant or safety systems need another experienced view.
The plan stays on file
If an executive leaves during the hold, we search again from the plan and brief we hold and manage the handover with the fund.
Matched to the cycle
We match operators who have run a contractor through a downturn as well as an upturn.
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
Start the search within days of instruction and have the right operator embedded within weeks. 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.
Our operating partners have worked at
