Private Equity

When the VCP
stops delivering.

The numbers have drifted and the explanations why don’t agree. Investment is about to be made — on a read nobody has validated. The Diagnostic identifies where performance is actually breaking and gives you a sequenced plan to fix it.

Get a Free Diagnosis How It Works
Diagnose. Repair. Monitor. Built by Senior Operators
A PE operating partner reviewing a portfolio company
Free
Diagnosis, before you commit
Days
To a sequenced recovery plan
Objective
Data-driven analysis
Confidence
Operator-validated
How it works

Test the read before you act on it.

The VCP told you what the thesis assumed. Our performance panels test it against how the business runs today — whether the revenue engine underwriting the model is real, whether the organization can execute in its current environment, and which of those is the actual constraint.

01
Describe the drift. Get a root-cause read.
What the VCP assumed, what the numbers are doing, and the competing explanations on the table. You get a named pattern and a validated root cause — independent of whoever is currently making the loudest case.
02
Every signal measured at once. Not one theory at a time.
Performance Panels — Commercial Health and Operating Health — read whether the revenue engine underwriting the thesis is still real and whether the organization can execute. Scenario Panels go deeper where the diagnosis points: whether leadership can execute the VCP, whether the thesis still holds, and where integration risk sits on an add-on.
03
A recovery route the partner can direct.
A choice of routes — primary, alternative, 100 days, quick wins, focused fix — sequenced by what matters most and operator-validated. Ready for the operating partner to direct or hand to management, and defensible if the IC asks why.
The 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 recovery.

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 strategic action 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 prevailing explanation, tested against the data — what holds up and what doesn’t. You go into the next board meeting knowing which part of the story is real, rather than arbitrating between theories.
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

Two ways the next two quarters go.

Without a diagnosis
  • When results slipFour theories, and the most senior one wins
  • The recovery planBuilt on the loudest symptom, not the cause
  • Your first big moveAimed at the layer that was easiest to see
  • Your next board meeting“Management is still ramping”
  • Two quarters onNumbers unmoved, and no one can say why
With a diagnosis
  • When results slipAn independent, root-cause read
  • The recovery planSequenced, right-sized, and aimed at the cause
  • Your first big moveThe constraint no one had named
  • Your next board meetingA point of view you can defend
  • Two quarters onEvidence the constraint actually moved
Who it’s for

Whatever your seat on the deal.

When a company drifts off plan, every seat is asking a different question. The diagnosis answers the one yours is asking — and the recovery plan follows from it.

An operating partner reviewing a portfolio company
Operating Partner
“The plan isn’t landing. Is it management, the plan, or the market — and what do I do first?”
Head of Portfolio Operations
“Which of my companies is genuinely off track, and which is just noisy this quarter?”
Deal Partner
“We’re about to commit more capital to fix this. Is it aimed at the right thing?”
Portfolio Company CEO or CFO
“The board thinks it’s execution. I think it’s the plan. Who’s right?”
Head of Value Creation
“Which VCP initiative actually moves EBITDA first, and which ones are a distraction dressed up as a priority?”
Board member
“Do we replace the CEO, or is the constraint somewhere the CEO doesn’t control?”
Anyone accountable for the hold
“What’s actually breaking — and what do we fix first?”
What a read looks like

The view past the deal model.

Representative examples of how a mid-hold read reaches the non-obvious cause — and changes the move.

The situationA platform two years into the hold is hitting revenue targets and missing margin. The VCP called for operating leverage that never materialized, and the sponsor is weighing a new COO.
What the read foundTwo regional GMs ran the business on parallel, incompatible processes. Margin couldn’t scale past the current footprint regardless of who held the COO seat — the constraint was structural, not leadership.
The first moveStandardize the operating model before hiring. The COO search was paused, and the capital went to the constraint instead.
The situationGrowth has stalled a year into the hold. Everyone reads it as sales execution, and the recovery plan on the table 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 on the table.
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

Priced to the situation. Not the hold.

The diagnosis is free. You pay for the recovery — and only for the performance panels the situation 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
A rapid scan of the portfolio company, a read of the symptoms, and a validated root cause.
Free
2
Performance Panels
Commercial and Operating Health — the systems-level read of whether the revenue engine is real and the organization executes — plus the scenario panels (e.g., value creation) the situation calls for.
The Physical & Labs
3
Strategic Repair
A choice of sequenced recovery plans — primary, alternative, 100 days, quick wins — with the playbook and timeline to execute the one the partner picks.
The Treatment
Get a free diagnosis →
For partners

Run Diagnostics across the entire portfolio.

PerfOps Diagnostic gives your entire portfolio an independent root-cause diagnosis and a sequenced recovery: a way to aim capital at the actual constraint rather than the loudest symptom.

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.
Learn more →
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Before you invest in a plan, know what’s wrong.

Everyone will give you a plan. Ours is validated against what’s actually causing the problem.

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