Your portco is underperforming.
I go in and fix it.
I embed inside PE-backed companies as a hands-on operating partner. I find whether the problem is revenue, operations, or product-market fit, then execute the fix. I build the software that closes the gap while I am still in the building. Not advising. Executing.
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You know something is broken. The question is what.
PE sponsors bring me in when the investment thesis is sound but the company is not executing. These are the patterns I walk into.
The portco missed its last two quarters. The board thinks it's a sales problem, but pipeline is full and close rates are dropping. The real issue is somewhere else entirely.
New ownership installed KPIs and dashboards. The team is gaming the metrics. Everything looks fine on paper while the business quietly deteriorates.
Revenue is growing but EBITDA is collapsing. The company is scaling on broken operations. Every new dollar costs more than the last.
The founder left or the CEO was replaced. The new leadership can't find the levers. Institutional knowledge walked out the door and nobody rebuilt it.
Most plans start in the middle of the problem.
They start at capability, because capability is where the org chart is and the org chart is what a board can see. If there is no pent-up demand, you can have the Ferrari of engines in the middle. Who is going to care? Demand first. Then delivery. Then capability and cost.
Diagnostic
First 30 DaysI talk to a cross section of the company first, then use the numbers only to rank what people already said. The constraint is rarely where the board thinks it is. No changes until I know what is actually broken.
Execution
Months 2–12I work hands-on with the existing team to fix the revenue engine and rebuild operating systems. I build the software too. Fourteen production systems in eighteen months, including one that cut outside legal spend 30 to 40 percent. AI only where it moves a number.
Transition
Months 12–24I build internal capability so the fix outlasts my engagement. The team runs the playbook. I shift to oversight. The portco performs without dependency on me.
The 30-Day Read
Thirty days inside one portfolio company. One written answer on what is actually wrong, what it costs to leave it alone, and what it takes to fix. You keep the document whether you use me afterwards or not.
What I look at
Where demand is and is not. Whether you can deliver against it. The cost base. Who on the team can carry a plan and who cannot.
What you get
A written read addressed to you, not to the CEO. Named problems, a number on the cost of doing nothing, and a scoped plan. Plus one working piece of software that proves the top fix is real.
What it costs
$40K, fixed. Credited in full against the first two months if you bring me in for the fix. No commitment either way.
Sometimes the answer is that I am not the right person for the situation. You get that in writing too.
Book The 30-Day Read. $40KFrom underperforming to on-thesis.
I use project names. These companies are still owned and still trading, and their numbers are not mine to publish. I will walk you through either one on a call.
Revenue stalled post-acquisition. Board blamed sales.
Diagnosed fulfillment bottleneck causing 40% customer churn before second order. Rebuilt operations, sales followed. Company now exceeds original investment thesis.
Growing revenue, collapsing margins.
Investment thesis assumed scale would improve margins. Reality: broken ops meant every new dollar cost more. Identified the 20% of services generating 80% of profit. Cut the rest. Rebuilt pricing.
Not another consultant.
Typical Engagement
Working with Marco
If a portco is keeping you up at night, let's talk.
No pitch. No deck. Just a conversation about what's happening and whether I'm the right operator for the situation.