You Acquired the Revenue. Now You Need to Grow It.
Most advisors tell you what needs to change. Most operators wait to be told. We do both — we see the opportunity before it’s obvious, build the strategy around it, and stay in it with you until it’s done.
For PE-backed companies navigating post-acquisition growth, that combination isn’t a nice-to-have. It’s the difference between protecting the value you acquired and compounding it.
Acquired Revenue Is Fragile Without the Right Infrastructure
The financial engineering is done. The deal closed. But the commercial infrastructure — the systems, the team capability, the channel strategy, the technology — often wasn’t part of the acquisition thesis. And now the hold period clock is running.
We’ve seen this pattern across industries. The acquiring firm knows how to buy. What’s harder is building the organic growth capability that makes the asset worth more at exit than it was at entry.
The growth engine stalls after close
The previous owner was the rainmaker. The sales process lived in their head. The marketing was ad hoc. Without them, pipeline dries up and the revenue base that justified the purchase price starts to erode.
Marketing and technology don’t speak the same language
Digital functions get moved under IT for governance reasons. Marketing loses influence. Campaigns can’t scale without infrastructure. Technology gets implemented but not adopted. Both teams blame each other while growth stalls.
The focus shifts to cost synergies instead of revenue growth
Integration work dominates the first 12-18 months. Customer acquisition falls off the agenda. By the time the organization looks up, market position has slipped and the competition has moved.
The team inherited doesn’t have the playbook
Good people, wrong systems. The acquired team knows the product and the customers but wasn’t built for scale. They need structure, tools, and a clear growth methodology — not just a new owner.
Our Positioning
We’re Not Afraid of the Hot Seat
The typical options in this situation are a McKinsey-type firm that gives you recommendations without accountability, or an implementation shop that executes without challenging the strategy. Neither is enough when the hold period is measured in years and the exit multiple depends on demonstrable revenue growth.
Not Your Typical Partner
Most advisors hand you a deck and leave. Most operators wait to be told what to do. We sit at the intersection — we think ahead, build the plan, and stay in the room until it’s working.
We work differently
We speak the language of business outcomes — EBITDA contribution, revenue quality, pipeline velocity, customer acquisition cost. We translate between marketing and technology until both functions are pulling in the same direction. And we don’t hand off until the engine is running on its own.
Three Capabilities. One Growth Engine.
We don’t lead with an audit. We lead with quick wins — identifying what’s already working in the acquired business and accelerating it, while building the infrastructure for sustainable growth alongside your team.
Commercial Infrastructure & Revenue Systems
We map the acquired revenue engine, identify where pipeline is leaking, and build the systems that generate qualified leads without depending on any single person. CRM implementation, lead routing, marketing automation, sales playbook development, and the reporting infrastructure that makes performance visible to every stakeholder.
For IT:
Clean architecture, documented workflows, systems your team can maintain and audit.
For Marketing:
Pipeline that doesn’t depend on the founder’s Rolodex. Campaigns that run without manual intervention.
Business Outcome:
Predictable pipeline, shorter sales cycles, revenue quality that holds up through due diligence.
Digital Channel Performance & Customer Acquisition
We identify which channels actually drive revenue for this business — not the business you thought you bought, but the one you now own. Paid search, SEO, content, email, marketplace, and ecommerce channels assessed and optimized against one metric: qualified customer acquisition at a cost that supports your return model.
For IT:
Proper tracking, clean attribution, no shadow analytics or disconnected data sources.
For Marketing:
Channels that generate pipeline, spend that proves its ROI, customer acquisition that compounds.
Business Outcome:
Lower cost per acquisition, higher revenue quality, marketing spend with a defensible return.
Organizational Alignment & Growth Capability
The hardest part of post-acquisition growth isn’t the strategy — it’s getting the inherited team aligned around a common growth agenda. We work across marketing, sales, IT, and operations to build shared language, shared metrics, and shared accountability. We don’t just hand off a plan. We build the capability so your team can sustain growth after we’re gone.
For IT:
Technology decisions driven by business outcomes, not departmental politics. IT and marketing aligned under shared KPIs.
For Marketing:
A team that knows the playbook, owns the process, and doesn’t need us in the room to keep growing.
Business Outcome:
Growth that doesn’t depend on outside help indefinitely. An organization built to compound value through exit.
Who This Is For
We Work Across the Deal Structure
The conversation is different depending on where you sit in the organization. We adjust our language accordingly — because the same growth challenge looks different from the board room, the C-suite, and the operating level.
Operating Partners & Deal Teams
You need the portfolio company’s commercial infrastructure to match the quality of the financial engineering. You’re looking for a partner who understands hold periods, exit multiples, and revenue quality — not just marketing tactics.
They care about: EBITDA contribution, revenue quality, exit multiple protection, hold period ROI
Portfolio Company CEOs
You’ve inherited a business with good bones but a growth engine that needs rebuilding. You need someone who can move fast, work alongside your team, and deliver results you can show the board — without a six-month discovery phase.
They care about: Pipeline velocity, hitting growth targets, building a team that can scale
CFOs & Finance Leadership
Every dollar of marketing and technology spend needs to connect to revenue. You’re tired of approving budgets that don’t come with clear ROI accountability. You want a partner who speaks your language and measures success the way you do.
They care about: CAC, LTV, payback period, marketing ROI, spend accountability
VPs of Marketing & Technology
You’ve been handed a disconnected stack, an under-resourced team, and a growth target that doesn’t match the current infrastructure. You need a partner who can work at the strategic and executional level simultaneously — and who isn’t afraid to get into the details.
They care about: Systems that work, teams that are aligned, results they can defend upward
Fast Start. Clear Milestones. No Long-Term Contracts.
We know the hold period clock is running. Our engagement model is designed to deliver visible progress quickly, with a clear path from first wins to systematic growth.
All engagements are month-to-month. No long-term contracts.
Rapid Assessment
We map the revenue engine, identify quick wins, and prioritize the highest-impact initiatives. No six-month discovery. No 80-page deck. A clear picture of where you are and what moves the needle first.
Build & Execute
We work alongside your team to implement the growth infrastructure — systems, campaigns, playbooks, reporting. We’re in the room, not on the phone. Accountable to outcomes, not deliverables.
Optimize & Scale
We measure, refine, and build the team’s capability to sustain growth independently. The goal is a business that doesn’t need us forever — but has the systems and people to keep compounding value toward exit.
FAQS
Questions We Hear From PE-Backed Organizations
How quickly can you show measurable results?
Faster than you’d expect, and we’ll tell you exactly what to expect before we start. In the first 30 days, we’re diagnosing, aligning, and building the foundation — and you’ll have visibility into what we’re finding in real time. By day 60, campaigns are live, systems are running, and leading indicators are moving. By day 90, you have real performance data, not projections.
The honest answer on meaningful revenue impact is 90–180 days for most portfolio companies — but we track and report on the right leading metrics from week one so the board always knows if we’re on track. We don’t ask you to trust the process. We show you the data.
How is this different from hiring a fractional CMO or management consultant?
A fractional CMO gives you a senior marketing brain, usually part-time, often without the team to execute anything. A management consultant gives you a diagnostic and a deck. We give you strategy plus a full execution team that actually builds things — campaigns, systems, processes, reporting infrastructure.
We’ve worked inside PE-backed businesses specifically, which means we understand the timeline pressure, the board dynamic, the EBITDA sensitivity, and what it means to drive value before a hold period ends. We’re not learning on your dime. And unlike a fractional CMO, when the engagement ends, we leave you with documented systems and a team that can run them — not a gap where a person used to be.
Can you work with the team we inherited, or do we need to make changes first?
We start with the team you have. Every time. We’re not going to walk in on day one and tell you who needs to go — that’s not our call, and frankly it’s not where most problems actually live. We assess capabilities honestly, identify where the gaps are, and figure out whether those gaps are a people issue, a process issue, or a tools issue. Most of the time it’s the latter two. If we believe a change needs to happen to hit the growth targets, we’ll tell you directly and explain why. But we don’t manufacture urgency around headcount to justify our engagement. We work with what’s there and build around it.
How do you handle situations where marketing and IT have conflicting priorities?
Head on, and early. This is one of the most common growth killers in portfolio companies and almost nobody names it at the start of an engagement. We map stakeholder dynamics and technical dependencies in week one specifically because of this. When marketing needs a CRM integration and IT has a 12-week change management queue, that’s not a marketing problem — it’s a prioritization and communication problem that needs executive alignment. We don’t work around IT. We work with them, and when there’s a conflict, we bring it to the surface with a clear business case for resolution. We’ve navigated this enough times to know how to get things unstuck without creating organizational friction.
What does the engagement look like in the first 30 days?
Structured and fast. Week one is immersion — we’re in your data, talking to leadership, reviewing current marketing and sales performance, understanding the value creation thesis and what’s supposed to drive it. Week two we’re identifying the highest-leverage opportunities and the biggest bottlenecks. Week three we’re building the roadmap and aligning with the operating partner and portfolio company leadership on priorities. Week four we’re executing. By day 30 you have a clear strategic plan, campaigns in build or already live, and a reporting framework that gives the board what it needs. No 90-day discovery phases. No endless alignment workshops. We move.
How do you measure and report success to the board and operating partner?
With metrics that tie directly to value creation — not marketing vanity metrics. We build reporting around what actually matters at the board level: new customer acquisition, revenue contribution from marketing, pipeline coverage, customer acquisition cost, and LTV trends. We translate marketing performance into business performance, because a slide that shows impression counts means nothing in a board deck. We establish the reporting framework in week one, align with the operating partner on what they want to see, and deliver consistent reporting on the cadence that works for the deal team. No surprises, no spin, just clean data and clear interpretation.
Do you work with the portfolio company or directly with the PE firm?
Both, and the relationship design matters. Typically we’re embedded with the portfolio company day-to-day — working with their leadership team, executing alongside their people, operating inside their business. The PE firm and operating partner stay close through regular reporting and strategic check-ins. We’re fluent in both conversations: the operational details the portfolio company needs and the value creation lens the deal team cares about. We never create confusion about who we work for — the goal is portfolio company growth, which is what the firm cares about too. If that alignment is clear from the start, the engagement runs clean.
What happens when the engagement ends — are we dependent on you?
That’s exactly the wrong outcome, and we design against it from day one. Our job is to build systems, processes, and capabilities that live inside your business — not inside our heads. Every campaign architecture gets documented. Every playbook gets written. Every reporting dashboard gets handed off with training. We’re also explicit about building internal team capability throughout the engagement, not just at the end.
The goal is that when we step back, the portfolio company has a marketing and growth infrastructure it can run, optimize, and scale without us. Some clients keep us on in an advisory capacity after the core engagement — but that’s a choice, not a dependency. Big difference.
Ready to Talk?
If you’re working with a PE-backed company that needs to rebuild its growth engine — or you’re evaluating a portfolio company’s commercial infrastructure — we’d like to have that conversation.
We’re not going to pitch you. We’re going to ask the right questions, tell you honestly what we see, and let you decide if we’re the right fit. That’s how we work.