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For Capital Partners

Make the value-creation plan something the company actually runs.

For funds, holding companies, and operating-system builders that hold for the long term, and need the plan to land in the company, beyond the data room.

Built for emerging and lower-middle-market funds, long-hold holding companies, and operating-system builders. If you hold for years and invest on fundamentals, this is for you.

If this sounds familiar

The hold rarely fails on the thesis.

"The value-creation plan is a deck nobody owns."
"The 100-day plan started strong, then fragmented."
"Our ops capability is one person across the whole portfolio."
"Management nods at us, then does its own thing."
"When the operating partner leaves the room, the capability leaves with them."
"We can show LPs good deals. We can't show them a repeatable engine."

The hold that underdelivers rarely fails on the thesis. It fails because the plan never became work the company owned, and the capability walked out with the operating partner.

Your path

The plan, owned by the company. The capability, kept to exit.

The same three steps, mapped to the hold and engaged by the firm.

Step 01

ValueX

Baseline the hold

What the company is worth today, read against the thesis and the value-creation plan. 45 days to collect information, then a workshop that identifies what matters most and what comes next.

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Step 02

Design12

Owned by the team

The plan cascaded into work the portfolio team runs: aligned, incentivized, and reviewed on a cadence.

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Step 03

Build90

Rhythm of the hold

Ninety-day cycles with portfolio-company leadership that keep the bridge on track and build capability that prices into the exit.

A portfolio team that owns the plan and runs it. When a firm has to keep an operating partner in the weeds, the system is what's missing; we build the system. The capability stays in the company and shows up where it counts at exit.

Run Build90 as a portfolio cohort. Portfolio companies can convene for the ninety-day work together, rather than each running its own offsite. Shared sessions, shared learning, one operating rhythm across the hold. Capability compounds across the portfolio, and the firm's operating muscle scales without living inside any one company.
Talk through a cohort fit ›

An owner who sells to a capital partner we work with keeps their momentum through the sale, and the company doesn't lose a step in the transition.

In practice

What it's worth when a capital partner backs it.

Membrion

Written into the term sheet. Built into the company.

Membrion is a venture-backed deep-tech company in Seattle. Its lead investor valued the operating work enough to write it into the Series B term sheet, funding the engagement out of the round's use of funds.

We installed the foundation the company had never built: mission, strategy, an investor-grade financial model, and a quarterly planning cadence the leadership team runs. In the founder's words, it was the first real foundation the company had.

Membrion went on to close its next round at roughly three times the valuation it went into the Series B on.

Venture-backed deep-tech company · investor-mandated engagement
About 3×
the next round over the Series B pre-money.

Explore a fit.

Start with one real conversation about the hold, and how the plan lands.

Start a conversation