Who we serve · Portfolio companies

Technology value under the pressures you report on

We help the leadership of PE-backed businesses see what technology costs and what it could return, deliver the plan with their own teams and partners, and show the board every figure from first estimate to verified result.

Start a conversationExplore the Reset

01By pressure

The question you are asking, under each pressure

Each pressure puts a different question to technology. Pick one to see how we help, what you leave with, and the service that fits. The same ledger carries every figure, whichever pressure it answers.

  1. Pressure 01Margin
    Profit against the plan

    Where is technology cost holding margin back, and what can we change first?

    How we help

    We look at spend, contracts, applications and delivery next to the profit and loss account, and separate what can change this quarter from what needs a decision. Each opportunity comes with its owner and the evidence behind it.

    What you leave with
    • A baseline of technology cost against the profit and loss account
    • Opportunities ranked by value and effort
    • A 90-day plan your team owns
  2. Pressure 02Cash
    Working capital and investment

    Which technology commitments tie up cash, and which can we phase, renegotiate or stop?

    How we help

    We set contracts, renewals, licences and planned investment against the cash plan, so that each commitment becomes a decision the CFO takes deliberately, with its timing and the cost of changing it.

    What you leave with
    • A calendar of renewals and notice periods
    • Planned investment phased against the cash plan
    • Commitments to renegotiate or end, each with an owner
  3. Pressure 03Technology spend
    Budget and board review

    Is what we spend on technology delivering what the board approved?

    How we help

    We track each initiative from identified to verified, keep forecast and verified value apart, and show where spend is running ahead of the value it was approved for, before the quarterly review does.

    What you leave with
    • A value ledger for every approved initiative
    • Forecast and verified value reported separately
    • Early warning where spend runs ahead of value
  4. Pressure 04Integration
    After each acquisition

    How do we bring systems, vendors and teams together without stalling the business?

    How we help

    We plan the integration with management around the synergies in the plan: which platforms stay, which contracts end and when, and what the integration costs before it returns anything. Your teams and partners carry it out.

    What you leave with
    • A platform and vendor decision for each acquisition
    • Integration cost set against the synergy case
    • A sequence your teams can absorb
  5. Pressure 05Operating performance
    Through the hold

    Is technology helping the business run better, or slowing it down?

    How we help

    We work with your teams and partners on the programmes behind the plan, from the systems finance and operations depend on to delivery that keeps missing its dates, and track each improvement until it is verified.

    What you leave with
    • The programmes behind the plan, each with a named owner
    • Delivery problems raised with the people who can fix them
    • Each improvement tracked until it is verified

02How we work

How we work with management, not on it

  1. 01

    Your plan, your owners

    We start from the plan management has committed to. Every action has an owner inside the business, and management keeps ownership of the outcomes.

  2. 02

    Alongside your teams and partners

    We work with your finance and technology teams and your incumbent IT partners. Where the plan needs it, we set up delivery.

  3. 03

    Evidence the board can check

    Every figure carries its ledger state, so you report to the board what is forecast and what is verified, in the terms your investors use.

03What we will not claim

Evidence instead of promises

Boards and investors discount promises. We give management evidence they can check instead.

  • No guaranteed savings and no savings percentages.
  • No promise of valuation uplift at exit.
  • Forecasts are never presented as realised savings.
  • We do not replace your teams or your IT partners.

Part of a deal team?

The same work, organised around the moments of the deal

Pre-deal, the first 100 days, the hold period, add-ons and exit readiness.

Private Equity

Which pressure is on your plan?

Tell us about the business and the question you are asking.

Start a conversation