Value creation after the deal: What PE-backed companies need to get right

Operations and profitability: Where value creation starts

Every value creation story rests on the strength of the underlying economics. Yet the most common issue in PE-backed companies is not lack of opportunity but a lack of visibility. Margin leakage is often evident across pricing, procurement, and operational inefficiencies, but it is not quantified with enough precision to enable timely, decisive action, particularly within the first 100 days of the deal.

Before pursuing transformation initiatives, it is imperative management teams have a clear view of where value is created and lost, such as:

• Customer and product-level profitability
• Pricing realisation vs. discounting leakage
• Procurement inefficiencies and supplier fragmentation
• Working capital drag across inventory and receivables

Importantly, not all growth creates value. High-performing companies shift the conversation from revenue growth to revenue quality, reallocating investment toward the most profitable customers, products and channels.

In many cases, the fastest EBITDA gains come from disciplined commercial and operational actions such as pricing optimisation, procurement savings and inventory reduction. For example, a food manufacturer reduced inventory days by over 20% through improved demand planning and SKU rationalisation, unlocking significant working capital while also reducing spoilage and write-offs.

Such initiatives are often overlooked but can deliver meaningful impact within the first six to 12 months of ownership. However, discipline is essential. If an initiative does not clearly improve EBITDA, cash flow or competitive positioning, it should not be a priority.

Technology modernisation: Removing structural constraints

In many portfolio companies, technology can be a significant constraint on performance and value creation. Fragmented systems, manual processes and technical debt slow decision-making, increase costs and create risk during integration or exit. However, many organisations delay modernisation due to perceived complexity or cost.

The most effective companies, however, take a different approach. Their focus is not on transformation for its own sake, but rather on removing specific points of friction that limit performance, such as:

• ERP consolidation, particularly post-acquisition
• Migration away from high-cost legacy infrastructure
• Rationalisation of duplicative applications
• Standardisation of data and reporting layers

The goal of technology modernisation should not be perfection but functional scalability. A streamlined, coherent technology environment enables faster execution across operations, finance and commercial functions, which can reduce costs, improve organisational agility and materially lower execution risk.

For example, following a multi-acquisition roll-up, a PE-backed vertically integrated fibre products company operated across three disparate ERP systems, limiting visibility and slowing close cycles. A targeted consolidation tool built on the Microsoft Fabric platform reduced monthly close time by approximately 40% and enabled more timely, reliable reporting, supporting both operational decision-making and lender confidence.

Digital and AI: Turning data into measurable outcomes

Digital transformation has shifted from strategic ambition to baseline expectation, yet many portfolio companies still struggle to convert investment into measurable results. In most cases, the issue is not the technology itself, but underdeveloped data foundations and a lack of prioritised use cases tied to business outcomes. Advanced analytics and AI can only scale where core data is standardised, integrated, governed, and supported by consistent definitions, trusted sources, and timely, decision-grade reporting.

Without this, organisations may add complexity instead of insight, limiting tool adoption and ROI. Instead, focus on prioritising targeted, high ROI uses cases, including:

• Pricing optimisation and discount control
• Demand forecasting to reduce inventory and improve service levels
• Salesforce effectiveness and pipeline conversion
• Back-office automation to reduce SG&A

AI is increasingly embedded in these efforts, and companies that are successful in capturing real value are applying it to prioritised business problems with clear financial impact. Digital maturity is no longer optional in the exit narrative; buyers expect tangible evidence that data and analytics are operationalised and consistently drive measurable results.

Transaction readiness: Building toward exit from Day 1

Strong exits are earned throughout the hold period, not in the final stretch before a sale or public offering. Companies that defer readiness often introduce avoidable risk that typically surfaces as diligence friction, credibility gaps, and downward pressure on valuation. True transaction readiness is less about preparing for a specific transaction and more about building a business that is always exit ready, which includes:

• Audit-ready financials
• Disciplined close, consolidation, and forecast processes
• A robust, driver-based financial model
• Transparent quality‑of‑earnings and clear, supportable EBITDA adjustments
• Consistent operating cadence and KPI governance
• A solid internal control framework and environment

Equally important, these capabilities must be embedded in systems, well-defined processes, and data, and not dependent on individuals or one-off initiatives.

Meanwhile, top-performing PE-backed companies treat the hold period as a strategic asset, a finite window to build a stronger business. They move quickly on the highest-impact opportunities, sequencing investments deliberately, and consistently linking initiatives to financial outcomes.

The result is not just improved performance, but a more scalable and predictable business that is more compelling to potential future buyers. Coordinated transformation that withstands scrutiny, rather than isolated improvements, is what drives premium valuations.

A call to action: What to do now

The opportunity is clear but capturing it requires disciplined execution across four critical areas. Leading PE-backed companies drive operational performance by:

Translating the value creation thesis into measurable results early, improving visibility into underlying economics, addressing margin leakage, and prioritising   revenue quality over growth.

Underpinning the effort with a strong technology foundation, ensuring data is standardised, integrated, and reliable to support timely, decision-grade insights.

Executing digital and AI initiatives with value-added intent, focusing on a targeted set of high-ROI use cases that deliver tangible financial impact.

Embedding transaction readiness as an ongoing discipline, institutionalising capabilities across systems, processes, and reporting to withstand scrutiny and     reduce risk at exit.

The mandate is clear – align on a focused value agenda and execute with speed and rigor to drive near-term performance and build a scalable, predictable business that commands a premium at exit.