Portfolio leadership, at the speed the plan sets.
A value-creation plan is only as good as the person delivering it. The plan is agreed, and that person is not yet in the building.
Where a Gulf hold loses time
Sponsors investing in the Gulf meet the same delays:
The first hundred days go on a search
A permanent search takes a quarter or more while the plan is already running. In Qatar much of it is spent on candidates who must relocate.
Reporting the sponsor cannot use
The company still reports as it always has, while the sponsor now wants something different.
Family sellers and the new owner read the business differently
Where a family keeps a stake, both sides are right about something, and the gap turns into friction without someone in between.
A real gap, but a temporary one
After an acquisition, during a systems rebuild or around a carve-out, a senior operator is needed for a fixed spell.
We embed operators in portfolio companies within weeks, on a services contract that fits the hold period instead of fighting it. Sponsors can bring us in to cover a defined workstream, to carry the company until a permanent appointment is made, or to establish what it needs before a hire is committed.
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
What a sponsor gets
Interim and fractional operators are a familiar tool for sponsors in the Gulf. We match them from a vetted collective and keep governance around them through the hold.
Reporting rhythm set early
A reporting cadence is agreed with the sponsor and management before the first board, and drift against the plan is raised at once.
Experience across assets
An operator facing a carve-out or a family seller can consult others in the collective who have handled one.
Changeovers without a restart
Operators sometimes leave before the hold ends. The brief and the history stay with us, and the replacement search begins from them.
Matched to family sellers
Where a family keeps a stake, the operator has to work with them as well as the sponsor. We match for that.
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
Start the search within days of instruction and have the right operator embedded within weeks. 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
