Government services roll-ups are won in integration.
Sponsors buy contractors for their customer relationships and contract positions. The value is held or lost in the months after closing, when systems, rates and people are joined together.
Where integration plans lose time
Sponsors who back contractors describe it the same way:
Acquired firms run on separate systems
Each has its own accounting, rates and timekeeping, and a customer audit will find the differences.
Key staff and clearances are at risk
People who hold the customer relationship and the specialist skills have options after a deal, and some use them.
The reporting predates the deal
Reporting was built for a prime and an auditor, not a sponsor, and the operating partner wants a different view.
The work is a programme, not a post
Integration, systems conversion and a compliance upgrade each need a senior operator for a fixed stretch, not through the whole hold.
Operators reach portfolio companies in a matter of weeks, engaged through a services agreement that runs for the hold. Sponsors bring us in to own one workstream, to cover until a permanent leader arrives, or to size up the company's real needs before a hire is made.
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
An operator the acquired team will trust
Integrating a contractor takes an operator who respects the people and the contracts. We match for that and keep governance around them through the hold.
A standing review through the hold
We review the engagement with management and, where agreed, the deal team, and raise drift in the plan early.
Contracts expertise on call
The operator brings a collective of 800+ with them. An integration question that is really about novating contracts reaches someone who has been through it.
A file for every asset
Should an operator leave mid-hold, the record we keep on the business shapes the replacement search, and we handle the transition with the deal team informed.
Trusted by the acquired team
An operator who earns the trust of the acquired team is worth more than one with a longer CV. That is what we search for.
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
Begin deploying the right operator within days of instruction. 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.
Operating partners to
