A managed service for funds whose portfolio companies are building technology faster than they can govern, integrate and evidence it. Five stages, one operating model, run by named fractional leads with a single accountable principal to the fund. Exit readiness is not the fifth service; it is what the first four accumulate.
Technology and data strategy in service of the thesis: diligence support, the first hundred days, and data monetisation propositions where value is sitting unpriced in the asset.
The central function that ratifies every initiative at portfolio-company level: killing duplicate programmes, sequencing what remains, and holding delivery to benefits. We set it up, run it until it beds in, then hand it to a long-term owner.
AI, data and cyber governance that keeps the estate defensible while it changes underneath you: EU AI Act readiness, ISO/IEC 42001 alignment and model risk, run as an operating rhythm rather than a project.
The governance practice ↓Independent gate reviews and assessments the fund can actually rely on, precisely because the people producing the evidence are not the people delivering the change.
Independent gate reviews ↓The compounding output. Run the first four stages through the hold and the exit data room assembles itself: the authorisations, evaluations, logs and reviews an acquirer’s diligence team will ask for, produced as delivery ran rather than reconstructed in the panic. Nobody else in the value-creation market is selling AI defensibility as exit diligence.
This is a boutique running a managed function honestly: senior practitioners from a vetted network, fractional by design, with one principal accountable to the fund. Currently engaged at fund level on a $500m investment into a financial-markets technology business.
Each portfolio company gets a named lead: a fractional CTO, CISO, CDO or portfolio director drawn from the network, sized to the company rather than billed as a bench.
The wedge is deliberate: prove the operating rhythm in one company, typically within a quarter, then extend portfolio-wide on the same model with comparable reporting across every company.
Assurance and gate reviews stay structurally separate from delivery, so the evidence reaching the fund is worth relying on and survives an acquirer’s diligence unchanged.
One portfolio company, then the portfolio.