You don't have one company. You have a portfolio.
And you can't be the operator in all of them. The value-creation strategy is only worth what each management team can actually execute - and that capacity, not the strategy, is usually the constraint. I'm the operator you deploy when a portfolio company's strategy needs an operator, not another consultant or advisor.
The Constraint - Your operating model is not designed to meet strategic intent.
You underwrote the operational upside. Now it has to show up - cash out of working capital, cost out of COGS, the carve-out standing on its own two feet. In a lower mid-market company that works with one stretched leader who is also running the day-to-day. The plan doesn't fail in the deck. It stalls in the organization's capacity and capability to deliver to your expectations.
How I Plug In
Built to drop into the way your fund already works:
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Into a 100-day plan, without the ramp. I've run operations and supply chain at Fortune 20 and Fortune 500 scale. I don't need onboarding to read a P&L or find the value-creation lever.
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Reporting in your cadence. Board-ready against the metrics you underwrote - not a separate consultant workstream you have to translate.
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On the levers you bought. Working capital, procurement, COGS, network and process - the operational drivers.
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In the sectors where I'm sharpest. Industrials, manufacturing, distribution, creating the value-creation lever and strategic business imperative - in supply chain and procurement operations.
Due diligence/ pre-close
Pressure test the operational thesis - is the cost-out and working capital upside real, and gettable?
First 100 Days
Stand up the operating engine; in a carve-out, rebuild the functions the parent just pulled out
Value Creation
(mid-hold)
Embed and execute via fractional VP of operations / supply chain - and deliver the number
Pre-exit
Build the team so the business runs without heroics; clean, durable operations that survive diligence
One Engagement, Portfolio Leverage.
Land me well in one company and I'm a known quantity for the next - fully vetted, deployable, already fluent in how your fund operates. Each placement after the first carries less risk and less ramp than the one before it. You're not buying a single engagement; you're adding an operator to your bench.
Protect Your Grade
A fractional who leaves and watches the gains unravel created nothing. I build the management team's capability alongside the operating system, so the improvement holds after I'm gone - this means a cleaner, more defensible operating story when you go to exit. Durable change is engineered, not improvised: the same discipline that takes cost out of a supply chain is what makes the result still there at diligence.
Proof
Operated supply chain at Fortune 20 and Fortune 500 scale - eight figures in negotiated savings on multi-billion dollar buy, eight figures of working capital released, sourcing cycle time cut roughly in a third.