Operators for the portfolio, when the plan cannot wait.
A value-creation plan needs someone in the building to carry it out, and that person is often missing when the plan is agreed.
Where a hold loses its early months
The pattern is familiar in Quebec holdings:
The search eats the first months
A permanent appointment takes a quarter or more, by which time the plan is well under way.
Founder reporting is not sponsor reporting
Management keeps reporting the way it always has while the sponsor suddenly wants a different set of numbers.
The business runs in two languages
Integration plans written in English meet a workforce that operates in French, and the gap shows up in adoption.
The need is real but temporary
After an acquisition, a systems migration or a carve-out, a senior operator is needed for a set number of months.
Operators join portfolio companies within weeks, on a contract for services sized to the hold period. Sponsors engage us in different ways: one workstream, interim cover while a permanent hire is found, or a short look at what the company needs before they decide.
Who this is for, and who it is not
Best for
- Deploying a senior operator inside a portfolio company
- Executing a 100-day plan the moment the deal closes
- Value creation through the hold, not another advisory report
- Building reporting, systems and management credibility before an exit
- Operational diligence and leadership-gap assessment before you buy
Not for
- A strategy deck or set of recommendations to hand back
- A business that wants an adviser, not an operator inside it
- Pure diligence with no operator deployed afterwards
- A mandate for oversight rather than hands-on execution
Where we fit in the hold
We fill the seat the plan depends on, matched on language as well as experience, and keep governance around it until the handover.
Visible to the sponsor
Engagements are reviewed with the sponsor at agreed points, so drift is raised while the hold still has room to correct it.
Depth behind each holding
Executives in one holding can lean on our collective of 800+ when integration, reporting or a carve-out needs a second seasoned view.
The plan outlasts a departure
An executive who leaves mid-hold is replaced through a search we run from the brief and plan on file, with the handover managed alongside the sponsor.
Matched for a bilingual workforce
Integration plans land better when the operator can lead a French-speaking workforce, so we match for it.
Across the PE investment lifecycle
From pre-deal to exit preparation.
Pre-deal: operational due diligence
Embed a Fractional COO or CFO to support your ODD. They identify gaps your model hasn't priced.
Post-acquisition: fill the leadership gaps
Begin deploying the right operator within days of instruction. No recruitment pipeline, notice periods, or trial risk.
Value creation: operational improvement
Build financial infrastructure, operating cadences, commercial engines, and professional people structures.
Exit preparation: build credibility
A Fractional CFO producing clean board reporting and investor-grade financials is a meaningful credibility signal in any sale process.
The value-creation matrix
Each value-creation lever maps to the operator built to own it. Most plans pull two or three at once.
Portfolio company leadership options
Match the right fractional operator to the specific portfolio company need.
Operating partners to
