Private Equity

Test the thesis.
At every stage.

From diligence through exit, PerfOps Diagnostic gives operating partners and deal teams an independent, root-cause diagnosis on a target or portfolio company — whether the thesis holds, what’s actually constraining value creation, and what to move on first — in days, not months.

Get Started How It Works
Diagnose. Repair. Recover. Built by Senior Operators
A PE operating partner reviewing a portfolio company
Clarity
On whether the thesis holds
Days
To a root-cause read
Objective
Data-driven analysis
Confidence
Operator-validated
How it works

Three steps. From thesis to plan.

The deal model tells you what the thesis assumes. The panels selected for the situation test it against how the business actually operates — starting in diligence from what’s observable, deepening as management access opens up pre- or post-close.

01
Describe what you’re seeing. Get a root-cause diagnosis.
The deal thesis, the diligence narrative, and the symptoms behind them. You get a named pattern and a root-cause hypothesis — fast enough to inform the IC memo or the 100-day plan while either is still being drafted.
02
Every signal is measured to find the root cause. At once.
Baseline Panels — Commercial Health and Operating Health — read whether the revenue engine underwriting the thesis is real and the organization executes. The Value Creation Panels a deal team most needs post-close: whether leadership can execute the Value Creation Plan (VCP), whether the thesis still holds, and where integration risk sits on an add-on.
03
You get the plan. Sequenced. Right-sized.
The fix sequenced by what matters most, and operator-validated — ready for the operating partner to direct or hand to management, and defend if the investment committee asks why.
The value creation workup

The bloodwork that tells you whether the thesis holds.

Two baseline panels give you a systems-level read of constraints and opportunities. Value creation panels test whether the VCP’s initiatives are the ones actually running the business. Select any panel below to see what it reveals.

Baseline · Scenario panel · Added where the read points

What does it tell you
What you walk away with

Clarity, conviction, and command of the VCP — before it’s locked.

The real constraint — and the real upside.
The one constraint actually limiting value creation, located precisely in the organization, and the upside hiding next to it. Stop spending the first year of the hold on symptoms — the plan hits the cause and presses the advantage.
A sequenced 100-day plan.
Not a report — a sequenced course of action for the operating partner and management team. What to move first, in what order, and why, right-sized to the hold period. Use it as is, or iterate from it.
A thesis you can trust.
The diligence narrative, tested against the data — what holds up and what doesn’t. You know which parts of the thesis are real going into the first board meeting, instead of finding out mid-hold.
Conviction you can defend.
Every read is pressure-tested by operators who’ve run companies — so you can take it into the investment committee and defend it under questioning, not caveat it.
Why it’s indispensable

The same hold period, two different ways.

Without a diagnosis
  • Your first readThe diligence narrative, taken on faith
  • The 100-day planBuilt on the thesis, not tested against it
  • Your first big moveDefending the model you underwrote
  • Your first board meeting“Management is still ramping”
  • By month sixStill running the hold on an unvalidated thesis
With a diagnosis
  • Your first readAn independent, root-cause read
  • The 100-day planA sequenced plan, right-sized to the hold period
  • Your first big movePressing the advantage no one had named
  • Your first board meetingA point of view you can defend
  • By month sixRunning the hold on a thesis you tested and trust
Who it’s for

Whatever your seat on the deal.

Whether you’re still deciding or already own it, the diligence narrative may not hold once you’re inside the business. The diagnosis answers the first question your seat is asking.

An operating partner reviewing a portfolio company
Deal team, diligence
“Does the operating reality support the thesis we’re about to underwrite — before we sign?”
Operating Partner
“Does the operating reality match the thesis we underwrote — and what closes the gap?”
Deal Partner
“Is the growth story in the model real and durable, or concentrated where it’ll break under our hold thesis?”
Portfolio Company CEO or CFO
“Am I inheriting a business that can execute the plan the board approved, or one that will absorb it and stall?”
Head of Value Creation
“Which VCP initiative actually moves EBITDA first, and which ones are a distraction dressed up as a priority?”
Deal team, pre-exit
“Will the story we’re about to tell buyers hold up under their own diligence?”
Any deal team member
“Does the thesis hold — and where do we act first?”
What a read looks like

The view past the deal model.

Representative examples of how a portfolio company read reaches the non-obvious cause.

The situationA sponsor is three weeks from IC on a target where the QoE and commercial diligence both came back clean, and the growth story looks straightforward to underwrite.
What the read foundThe financials were clean; the operating model wasn’t. Two regional GMs ran the business on parallel, incompatible processes — invisible in the data room, but the reason margin wouldn’t scale past the current footprint.
The first movePriced the standardization work into the model and flagged it as the first 100-day priority — before it became a surprise six months into the hold.
The situationA sponsor closes on a company the diligence called a sales-execution story — growth has stalled, and the 100-day plan calls for a bigger sales team.
What the read foundDemand was fine; distribution had quietly broken. New logos were closing and then dying in a 14-day onboarding gap no one owned. More salespeople would have made the leak worse and burned plan capital.
The first moveFix the ownership gap in onboarding before adding a single rep — the highest-leverage move, and the opposite of the plan in the deck.
The situationAn operating partner reviews a platform 18 months into the hold. The thesis assumed margin expansion; EBITDA keeps compressing despite revenue growth.
What the read foundThe thesis never reached the budget. Spend still followed the pre-deal plan, and pricing had eroded under discounting no one was tracking. An execution problem, rooted four layers up in an unrevised thesis.
The first moveReset capital allocation and pricing discipline against the actual thesis — before touching headcount.
How it’s priced

Fixed fees. No surprises.

Start with the fixed-fee Diagnosis — run it during diligence or right after close, and it’s credited toward your panels if you proceed. From there, you only run the panels the deal calls for.

Every result is operator-reviewed, includes a live read of findings, root cause, and a sequenced course of action.
Run in sequence
1
Diagnosis
An independent root-cause read of the target or portfolio company — a named pattern and a validated hypothesis against the thesis. Run pre-close in diligence, or right after.
Fixed fee · credited toward your panels
2
Baseline Panels
Commercial Health and Operating Health — the systems-level read of whether the revenue engine is real and the organization executes.
Runs in every workup
3
Value Creation Panels
The scenario panels the VCP calls for — leadership, thesis coherence, and integration risk & readiness — added only where the diagnosis points.
Added to baseline
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For partners

Run it across every platform in the portfolio.

Operating partners, deal partners, and value creation teams are accountable for the thesis holding — but hand a portfolio company to management with no independent read of what it actually needs. PerfOps Diagnostic equips every deal team with a root-cause diagnosis at close: a differentiated way to de-risk the 100-day plan, accelerate value creation, and protect the capital committed.

Operating partnersClose the gap between thesis and reality in the first 30 days, not the second quarter.
Deal & portfolio teamsA repeatable diagnostic across every platform — consistent, independent, and fast enough to inform the plan.
Portfolio company managementGive a new operator — and the board — an honest, independent read on what the business needs first.
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Diagnose. Repair. Recover.

We’ll show you the panels we’d run on your situation — and an operator will review it with you.

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