Fractional COO for Building Controls Businesses
Fractional COO and Operating Partner support for BMS and controls integrators. For owners whose projects, commissioning and cash all still route through them.
Operational value creation with measurable proof
Private Equity SupportFor years, returns could be manufactured through financial engineering and multiple expansion. With higher rates, pressured valuations and lengthening hold periods, the most controllable source of value left is the portfolio company’s own operations — and investors now want proof, not promises.
Most firms invest heavily in crafting the value creation plan. The differentiator is operationalising it from day one. That’s where execution gaps still emerge: management teams often lack the bandwidth, tooling or operational expertise to translate the plan into outcomes.
We close that gap. Embedded as your operating partner, we capture the operational upside most firms leave on the table — targeting 10%+ EBITDA improvement and positioning portfolio companies for premium exit multiples within 90–180 days.
How we support private equity investors
Our Operating Approach
01Visibility — see performance weekly, not quarterly
Get to the truth about operational performance. We audit cash management, process consistency, resource utilisation and accountability structures to reveal exactly where value is leaking — then stand up a live data pipeline so boards and deal partners track progress, risk and impact in real time, not in the next quarterly pack.
- 02
The three levers that move margin
Not every initiative earns its place. We focus execution on the levers that consistently deliver: working capital and cash discipline, commercial and pricing excellence, and procurement and cost reset. Each lever is linked directly to the value creation plan, clearly owned, and tracked to EBITDA.
- 03
Accountability — quantified, owned, reviewed
Replace good intentions with measurable outcomes. Every initiative starts with a quantified, data-backed hypothesis of its EBITDA or cash impact, carries a named owner, and runs on a weekly value review rhythm against KPI-driven scorecards across seven operational domains — not generic progress updates.
04Speed to value — prove it in the first 100 days
The first 100 days are for proving early wins, not drafting new hypotheses. We complete the operational audit, management assessment and actionable plan within 60 days, then execute 90–180-day programmes engineered to bank visible impact early and build investor confidence for the phases that follow.
- 05
Consistency — build muscle that outlasts the push
Short-term wins buy breathing room; lasting value requires institutional muscle. We embed the disciplines that sustain impact across the hold — capex prioritisation tied to the value agenda, KPI-driven performance management, and a continuous-improvement habit — reducing key-person dependency and making the business genuinely scalable.
- 06
Exit readiness — start 12–18 months out
Position companies for premium valuations by demonstrating operational maturity. We run structured pre-exit scans 12–18 months ahead so issues surface early rather than in diligence, with the documentation, management accounting and performance data acquirers reward with higher multiples.
