Portfolio growth forums
Portfolio leaders sharing what works, hosted by Alex, with a practical workshop in every session. Delivered with our COO, Jane Noordhuis, who brings more than 25 years of international events experience.
The gap in most deals
Can this team deliver the plan you are about to underwrite?
Financial and commercial diligence tell you what the numbers and the market look like. Neither tells you whether this sales team, with this pipeline and this leadership, can deliver the growth in the model. Two thirds of private equity investors say their diligence focuses more on the opportunity than on whether the business is ready to deliver it (Simon-Kucher, 2026).
We answer that question, then help you act on it through the hold, so the plan is grounded in how revenue is really won.
Across the deal lifecycle
From diligence to exit
01
Before the deal
GTM and sales due diligence
We test the people, pipeline and process behind the revenue forecast, alongside your financial and commercial advisers and to your deal timetable. You get an evidenced view of the revenue case for the investment committee, and the first draft of the commercial value creation plan.
Proposition, ICP and who the business really wins with
Route to market and its true cost
Pipeline quality, win rates, cycle length and deal size
Team, quota capacity and coverage
Pricing, discounting, renewals and churn
Leadership capability and integration risk
02
First 100 days
The value creation fast start
The output is not a long range strategy but a 12 month execution plan, with owners, dates and numbers. A strong first year earns the right to plan the next three.
Days 0 to 30
Set the numbers
Targets by segment and product, a backwards sales plan, capacity and coverage.
Days 31 to 60
Assign the field
Target accounts, cross sell and white space, territories and rules of engagement.
Days 61 to 90
Commit the plan
Quotas and compensation, pipeline targets by seller, enablement and a weekly cadence.
Months 4 to 12
Execute
Measured weekly: pipeline coverage, win rate, cross sell attach, attainment and retention.
03
Through the hold
Execution, integration and reset
Value is often lost in the middle of the hold, when the first plan runs out of momentum. We keep it moving.
Execution on demand alongside the leadership team
Buy and build: two sales teams into one GTM engine
A joint value proposition sales can use within weeks
Cross sell and white space plans by named account
Interim CRO cover while you hire
A mid hold reset when performance drifts
04
Into exit
Exit readiness
In the final 12 to 24 months, the job changes from maximising this year’s number to proving the growth story to the next owner. We build the GTM evidence a buyer will diligence: clean pipeline data, proven repeatability, a credible plan for the next phase, and a leadership team ready to present it.
Execution on demand
In when it counts. Out of the way when it does not.
A fractional GTM operating partner on a fixed monthly fee. We start where your value creation plan starts, then work back to pipeline, coverage, quota and forecast.
Months 1 to 3
Diagnose and design
The plan, the metrics and the quick wins.
Months 4 to 9
Embed and coach
Operating cadence, leadership coaching and pipeline discipline.
Months 10 to 12
Handover
A self sufficient team, or a continued engagement to accelerate further.
On siteQBRs, board preparation and leadership sessions
RemoteCoaching, deal reviews, updates and metrics
On callWhen a deal, a hire or a reset needs weight behind it
What we measure
A scorecard the board and the sales floor share.
Metrics are agreed early, baselined before anything changes, and measured the same way every time.
Growth
ARR
Organic ARR growth
Net new ARR
New logo ARR
Customer quality
Gross revenue retention
Net revenue retention
Expansion and cross sell ARR
Customer concentration
GTM engine
Qualified pipeline coverage
Pipeline created
Win rate and sales cycle
Forecast accuracy
Economics
Gross margin
EBITDA margin
Rule of 40
Cross sell penetration
Across the portfolio
Programmes that lift every company, not just one.
Your portfolio companies face many of the same GTM challenges. Running common disciplines across them is faster, cheaper and easier to measure than solving the same problem five times.
GTM benchmarking
One scorecard across the portfolio, so the operating team can see where each sales engine is strong and where support is needed.
AI in the GTM engine
Practical adoption across prospecting, forecasting and coaching, built on clean data and sound process rather than tools for their own sake.
A common sales standard
Shared process, coaching and metrics across companies, supported by our platform, AccSellR8.
Assessing a deal, or planning the first 100 days?
A short, confidential conversation is the quickest way to see whether we can help.