Our
Story
Most PE-backed businesses don't miss their VCP targets because the strategy was wrong. They miss them because no one truly understood what the organisation could actually deliver, until it was too late.
There is a moment that most PE partners recognise. It arrives six to twelve months into the hold, when the board pack starts telling a different story from the one that justified the deal. Targets are slipping. Initiatives are stalling. The management team is working harder than ever and delivering less than the model assumed.
The investment thesis is usually still intact. The issue is that the organisation expected to deliver the Value Creation Plan turns out to be more constrained, more complex and less ready for change than anyone fully appreciated at the point of acquisition.
The gap between what a VCP requires and what a business can actually deliver within the hold period is where most execution risk lives, and where most value is lost.
At Stratex Plus, we work with PE firms and their portfolio companies to close that gap before it opens. Our approach combines three stages: Strategy Distillation, which cuts through initiative proliferation to identify the handful of priorities that will genuinely move the dial on returns; Operational Truth, our forensic assessment of how the business really operates versus how it is described in the investment pack; and Precision Projects, tightly scoped delivery programmes designed around the realities we find, not the assumptions we started with.
The result is a VCP that doesn't just win investment committee approval. It delivers at exit.
