Portfolio Strength & Excellence
Executive summary
A mid-market private equity firm was facing stalled growth across several portfolio companies. Leadership teams were misaligned, operational rhythms were inconsistent, and new product launches were missing the mark. Within ninety days, our rapid diagnostic uncovered leadership gaps, execution weaknesses, and cultural drag across the portfolio. We then partnered with the operating partner and CEOs to reset leadership cadences, tighten accountability, and launch new GTM plays. Within one quarter, portfolio growth accelerated, execution speed improved, and board confidence was restored.
Client snapshot
Private equity firm with ten active portfolio companies in SaaS and services. Fund size of 1.2 billion. Several companies underperforming against plan. Operating partner under pressure to drive consistent results.
The challenge
The firm was seeing uneven performance across its portfolio. Some companies grew, while others consistently missed targets. Leadership teams lacked alignment. Operating models varied widely, leading to inconsistent reporting and weak execution. New product launches across the portfolio were delayed, poorly messaged, or underdelivering. The operating partner needed a repeatable system to lift execution across multiple companies at once.
Our approach in ninety days
Week one to two. Rapid diagnostic across the portfolio.
We ran structured diagnostics in underperforming companies, interviewing leadership teams, reviewing GTM plans, operating cadences, and execution rhythms. We mapped leadership gaps, decision bottlenecks, and cultural friction. We presented a portfolio-wide “value creation heatmap” to the fund, showing where leadership, operations, and GTM were failing.
Week three to six. Resetting leadership cadence and alignment.
We worked directly with CEOs and their leadership teams to reset rhythms. We introduced a simple ninety-day planning cycle and leadership operating cadence. We clarified decision rights and improved board reporting, so leaders could act faster and investors had visibility. We coached executives through execution friction and rebuilt trust across silos.
Week seven to twelve. Embedding GTM discipline and product launch execution.
We partnered with two portfolio companies preparing new product launches. We rebuilt ICPs and messaging, created simple GTM playbooks, and ran launch calendars with clear ownership. At the same time, we trained leadership teams across the portfolio on the same approach, embedding a repeatable system for product launch discipline.
Results after ninety days
> Leadership alignment scores improved across four portfolio companies, measured through surveys and board feedback.
> Execution speed improved by 20 percent, based on time-to-decision and delivery of key initiatives.
> Two major product launches hit the market on time, each beating pipeline creation goals by 25 percent.
> Quarterly reporting across the portfolio improved, giving the PE firm earlier visibility into risks and upside.
> Board confidence in the operating partner’s leadership was restored, and leadership turnover risk was reduced.
Why it worked
The rapid diagnostic created a portfolio-wide view of where execution was breaking down. Our advisory role turned that clarity into action by embedding simple, shared operating rhythms. By working side by side with CEOs and leadership teams, we built credibility and ensured changes stuck. Our trusted network of experts supported GTM execution where companies lacked in-house depth, giving each team immediate lift without long hiring cycles.
Client voice
“Our portfolio companies had talent, but they were not executing as one. Everest showed us where gaps were, gave us a playbook, and helped our leaders build new habits. Within a quarter, we saw stronger alignment, faster execution, and better launches. The board confidence shift was immediate.”
What happened next
The PE firm kept us on as advisors to the operating partner. Together we built a portfolio acceleration program, creating a repeatable system for diagnostics, execution resets, and GTM acceleration. We are scaling this approach across six additional companies, lifting consistency, reducing risk, and unlocking faster fund returns.
