Portfolio leadership that fits a regional deal.
Private equity in British Columbia is mostly mid-market: owner-run businesses bought from founders who are ready to step back. The plan is sound. The management layer to deliver it often is not there yet.
Where regional deals slip
The acquisition closes. The first year is where value is won or lost:
The founder leaves, the knowledge goes with them
Customer relationships, supplier terms and operating habits live in one head.
A thin management team
A strong owner was the whole team, and the buyer must now build one.
Reporting that does not meet the fund standard
Monthly numbers arrive late and in the wrong format from a business that has never reported.
A full-time hire does not match the hold
The cost and the notice risk do not fit a plan to sell within a few years.
A fractional executive takes the seat today on terms matched to the hold. They build the reporting, run the function and hand over to a permanent hire when the plan calls for one.
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
Alongside a BC sponsor
The sponsor gets an operator for the first year after the founder steps back, with our governance around the engagement.
Early flags on the plan
We check in with the sponsor and the executive regularly and say early when the first-year plan slips.
Depth for a thin team
When the founder's knowledge leaves with them, the executive can draw on 800+ operators to rebuild it.
Continuity, managed
A change of executive restarts from our brief for the business, with the handover run by us.
Matched to a regional deal
Mid-market BC businesses need operators who are comfortable with owner-run cultures, and that is what we match 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
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
