M&A Advisory.
Pre-close diligence, post-close integration, and PE portfolio value creation. The work that turns deal thesis into realized value.
The deal model is a hypothesis. The operating model is what makes it true. Most transactions are won or lost in the first hundred days after close, when the integration plan meets operational reality and the synergy curve either compounds or slips quietly into the next quarter. Then the next.
Our work spans both sides of close. Pre-close, we conduct diligence on the dimensions that traditional financial and legal advisors don't fully cover: operating-model fit, technology and cyber posture, integration risk, day-one readiness, and the realistic shape of the synergy case. Post-close, we run or stand up the integration management office, sequence the workstreams, track benefit realization with discipline, and resolve the cross-functional decisions that decide whether value is captured or eroded.
This practice is built around a deliberately uncommon stack: program management discipline, deep insurance and risk fluency, and cyber and technology risk depth. A single advisor connects the operational, financial, and risk dimensions of a transaction. No handoffs between specialist firms. Every practitioner holds the relevant professional credentials in their domain.
- Pre-close diligence. Operating-model, technology, cyber, and risk-transfer diligence. We surface the issues that will dominate the first integration year before the deal closes.
- Day-one readiness. Stand up the integration management office, sequence day-one decisions, and prepare the operating model for cutover with clear ownership.
- IT integration execution. End-to-end technology integration from pre-close diligence through Day 1 readiness and post-close execution. Integration team standup, MSA and SPA technology provisions, milestone-to-close governance. We have reduced integration cost and time-to-market by 25% across sequential acquisitions through process maturity and reusable integration infrastructure.
- Transition Service Agreement advisory. TSA drafting input, scope negotiation, separation logistics, and the operating-model decisions on both sides of close. Most TSAs underestimate dependencies. We surface them before the contract is signed.
- Synergy tracking & realization. Build the financial reporting infrastructure that translates the deal-model synergy case into tracked, owned, audit-ready benefit realization.
- Integration management office. Run or stand up the IMO through the first integration year. Governance, cadence, and the cross-functional escalation that keeps decisions moving.
- Carve-out & divestiture support. Separation execution and the operating-model decisions that determine post-divestiture viability for both buyer and seller.
- Insurance & risk transfer. Pre-close program design, RWI structuring counsel, and the post-close insurance posture that reflects the new combined risk profile.
Private Equity Value Creation.
Operating-partner support for sponsors and their portfolio companies. From VCP execution through exit readiness.
Sponsors invest in a thesis. The work of capturing it lives in the portfolio company itself, where strategy meets the operating reality the IC slide deck didn't anticipate. We work with sponsors and management teams to translate the value creation plan into executed initiatives, on a calendar that respects the hold period.
We are senior, lean, and built to operate inside portfolio companies without disrupting them. We bring the program discipline of a transformation practice and the operating-partner sensibility of a sponsor team. The output is realized value, documented for the board and defensible at exit.
Our practitioners have served as primary enterprise risk advisor to PE firms managing 30+ portfolio companies, running multi-line risk programs across the portfolio through hard market conditions, adverse claims activity, and active M&A including carve-outs, divestitures, and bolt-on acquisitions. Where we earn it, that work develops into firm-level mandates: standing engagement across every portfolio company under the sponsor, reflecting multi-year credibility with senior finance and operating leadership at the fund.
- VCP execution. Convert the value creation plan into a sequenced, owned, financially tracked execution roadmap. Run the cadence that delivers it on a hold-period calendar.
- 100-day operational playbook. Design and run the first 100 days post-close. Quick wins identified and captured. Operating-model decisions made before they ossify. Reporting that the sponsor and board can act on.
- PMO & governance for portcos. Stand up or modernize a PMO that produces decision-grade reporting. Right-sized governance for the company's stage. The discipline to manage initiatives in concert without crushing operating velocity.
- Operating-partner advisory. Standing counsel to sponsors and operating partners on portfolio-wide initiatives, cross-portco platform builds, and the operating disciplines that compound across the fund.
- Add-on integration. Integration support for platform-and-add-on strategies. The discipline to land tuck-ins on schedule and capture the synergies that justified them.
- Exit readiness. Operating-model uplift, reporting maturity, and risk posture sharpening in the 12-18 months before sale or IPO. The work that improves the sale narrative and survives buy-side diligence.