Your portco is underperforming.
I go in and fix it.
I embed inside PE-backed companies as a hands-on operating partner — diagnosing whether the problem is revenue, operations, or product-market fit, then executing the fix. Not advising. Executing.
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You know something is broken. The question is what.
PE sponsors bring me in when the investment thesis is sound but the company is not executing. These are the patterns I walk into.
The portco missed its last two quarters. The board thinks it's a sales problem, but pipeline is full and close rates are dropping. The real issue is somewhere else entirely.
New ownership installed KPIs and dashboards. The team is gaming the metrics. Everything looks fine on paper while the business quietly deteriorates.
Revenue is growing but EBITDA is collapsing. The company is scaling on broken operations — every new dollar costs more than the last.
The founder left or the CEO was replaced. The new leadership can't find the levers. Institutional knowledge walked out the door and nobody rebuilt it.
Diagnose first. Then execute.
I don't hand you a deck and leave. I embed with the team and stay until the portco is tracking to thesis.
Diagnostic
First 30 DaysI map revenue, operations, and team capability. I find the real constraint — not the one the board assumes. No changes until I know what's actually broken.
Execution
Months 2–12I work hands-on with the existing team to fix the revenue engine and rebuild operating systems. AI accelerates every phase — doing in months what used to take years.
Transition
Months 12–24I build internal capability so the fix outlasts my engagement. The team runs the playbook. I shift to oversight. The portco performs without dependency on me.
From underperforming to on-thesis.
Every engagement is confidential. Here's what the outcomes look like.
Revenue stalled post-acquisition. Board blamed sales.
Diagnosed fulfillment bottleneck causing 40% customer churn before second order. Rebuilt operations, sales followed. Company now exceeds original investment thesis.
Growing revenue, collapsing margins.
Investment thesis assumed scale would improve margins. Reality: broken ops meant every new dollar cost more. Identified the 20% of services generating 80% of profit. Cut the rest. Rebuilt pricing.
Not another consultant.
Typical Engagement
Working with Marco
If a portco is keeping you up at night, let's talk.
No pitch. No deck. Just a conversation about what's happening and whether I'm the right operator for the situation.