The value creation plan, translated to operating reality.
Every PE deal has a value creation plan. Most of them are written by people who have not yet met the operations team. The operating partner's job is to close the gap between the model and the management meeting — fast enough that the first 100 days produce momentum rather than revision. Atelier brings operating partner capability to funds that need it deal-by-deal, without the overhead of a full-time partner on the fund's payroll. One mandate at a time, scoped to the investment thesis and the holding period, with accountability to the exit multiple.
What the engagement covers
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- 01
Pre-close: operating diligence beyond the financial model — plant walks, S&OP review, management team assessment, synergy validation.
- 02
Day-one operating plan: translating the VCP into owned milestones with named accountables.
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First 90 days: working capital improvement as proof of execution capability.
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Operating cadence installation: weekly review, monthly board pack, S&OP connected to cash.
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Management team assessment: honest, early view of who can execute the plan and where the gaps are.
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Synergy capture: footprint, procurement, and G&A decisions tracked to the thesis.
- 07
Exit preparation: EBITDA run rate and operating narrative positioned for the buyer's model.
Who engages a Private Equity Operating Partner
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Mid-market PE funds ($100M–$1B AUM) without a full-time operating partner on the team.
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Deals where the management team is strong commercially but thin operationally.
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Acquisitions with supply chain, manufacturing, or fulfilment complexity that the deal team did not have the bandwidth to fully diligence.
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Platforms building through add-on acquisitions that require integration operating capability.
Engagement structure
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Scoped to the deal. Typically begins 30 days pre-close with operating diligence. Runs through a defined milestone — often 12–18 months, or to a defined operating objective. Fee structure negotiated with the fund. Board seat or observer seat standard.
Where the boundary sits
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Not portfolio monitoring — it is operating leadership with a defined mandate. The operating partner carries accountability for the milestones, not just visibility into them.
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Not consultancy — the mandate is accountability for value capture, not recommendations.
Where this discipline compounds.
If a portfolio company is drifting from the thesis, a private diligence conversation is the right first step.
Engage
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