For private equity and venture capital investors
Create and prove investment value
Judge the commercial story before you invest, deliver the value-creation plan and prepare the growth story for exit.
Sound familiar?
- Before you investThe case rests on two or three commercial assumptions, and we need them tested on the deal timetable.
- After the dealThe thesis is signed; management needs a plan with owners, not a list of initiatives.
- Add-onTwo commercial teams have to become one.
- During the holdWe are behind plan, and the board and management read the numbers differently.
- Ahead of exitThe growth story needs evidence a buyer will accept.
What waiting costsAn untested commercial assumption is paid for twice: in the price at entry and in the multiple at exit.
What we see
Most investment cases rest on a few commercial assumptions. Test them with people who have run commercial teams in the sector, and turn them into a plan management owns. The evidence for the exit then builds up during the hold.
Problems we solve
Judge the commercial story before you invest
When this is you
- Market, customer and revenue-quality assumptions carry the case, and there is little time.
What good looks like
Evidence on the assumptions that carry the case, with risks, upsides and conditions, and first value-creation priorities.
Deliver the value-creation plan with clear owners
When this is you
- Thesis without owners.
- Too many initiatives; no commercial baseline.
What good looks like
A baseline, prioritised levers, owners, milestones and a board view of progress.
Bring commercial teams together after a merger or add-on
When this is you
- Two sales teams, two pricing models and two sets of partners after a merger or add-on.
What good looks like
One commercial model, one pipeline and one set of numbers.
Get performance back on plan, with the board on the same numbers
When this is you
- Pipeline that does not convert.
- Margin leaking through discounts; partners underdelivering.
What good looks like
A diagnosis everyone accepts, a prioritised fix and routines that hold the gain.
What we do
Diagnose, then deliver hands-on on deals, pricing and partners.
Prepare the growth story for exit
When this is you
- A growth story without evidence.
- Exit preparation left late.
What good looks like
A commercial evidence pack and the improvements that strengthen the story.
What we do
Exit-readiness assessment, then the evidence pack; vendor commercial diligence.
Results for clients like you
Success case · Investors
Accelerating Media SaaS Growth through Targeted RevOps Intervention
See how a Media SaaS business aligned sales operations, incentives and execution to build a more scalable revenue engine.
How an engagement runs
The same four GrowthBridge™ parts, in the order of a deal.
Before you invest
Evidence on the assumptions that carry the case, on your timetable.
OutcomeClear, shared priorities.
First months
Baseline and value-creation plan with owners.
OutcomeA practical plan with owners.
During the hold
Delivery alongside management; the board sees progress on the same numbers.
OutcomeChange that shows up in the business.
Ahead of exit
Exit readiness and the commercial evidence pack.
OutcomeResults the team can keep building on.
A possible first step for investors: a focused assessment of the two or three assumptions that carry the case.
Who this is for, and who it isn't
This is for
- PE and Venture Capital deal teams and operating partners investing in media and technology.
- Portfolio companies with a value-creation plan to deliver.
- Sell-side preparation.
This is not for
- Financial, legal or technical diligence (we cover the commercial side).
- A market-size report without a view on this business.
- Replacing the operating partners; we extend their capacity.
Questions buyers ask
How quickly can you mobilise?
Quickly; the scope is agreed with the deal team and focused on the assumptions that matter.
Do you work on the sell side?
Yes: vendor commercial diligence and exit preparation are part of this pillar.
What makes this different from a market report?
We judge the plan and the capability to deliver it, not only the market.
Do you replace the operating partners?
No. We extend their capacity and work to their priorities.
How does the board see progress?
Through agreed commercial measures and a reporting rhythm set up in the plan.
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Insight
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