Four questions every sponsor should answer.
Who are we acquiring?
Structure, headcount cost, pay against market, turnover, contractor risk, and the people the business cannot lose.
How do we integrate?
Clear roles and reporting, aligned pay and policies, and a plan to keep critical people through the change.
What workforce does the plan need?
The skills and headcount the value creation plan assumes, what to build or hire, and what it costs.
What structure fits?
Reporting lines and leadership roles that match where the company is going.
Four stages, scoped in writing.
Assess
A clear read on the workforce as it stands today.
Diagnose
Where the current workforce and the investment thesis do not match.
Plan
What to keep, change, build, and hire, in what order, at what cost.
Support
Advice through implementation, reported in a format the fund can compare across companies.
Honest findings, ready for committee.
- Confidentiality signed before any company is discussed
- Written scope and deliverables before work starts
- Findings delivered as they are, including the hard ones
- Recommendations tied to cost and risk
- Reports formatted for an investment committee
Common questions
Who do you work with at the fund?
Deal teams during diligence, operating partners after close, and portfolio company leaders.
How is advisory engaged?
Per transaction, or as ongoing advisory across the hold period. Scope is agreed in writing first.
Can you also handle the hiring?
Yes. Our executive search covers the leadership roles a plan depends on, and our recruiting and nearshore services cover the rest. There is no obligation to use them.
Is everything confidential?
Yes. Confidentiality terms are signed before any target or portfolio company is discussed.
Start with the deal in front of you.
Twenty minutes about the target or portfolio company. We sign confidentiality terms before you share any details.