FOR OPERATING PARTNERS, DEAL TEAMS AND PORTFOLIO CEOS
Behind your leadership team, we run the marketing your plan is counting on.
Portco revenue band
To measurable pipeline movement
TRUSTED BY B2B TECH COMPANIES FROM $50M TO $500M IN REVENUE.
- Award-winning since 2020
- Avg. client tenure of 3+ years
- $2B+ in pipeline influenced
Multiples are flat and holds are running long, so the return has to come out of the operation rather than the exit.
Last year margin improvement produced 51% of the value in PE exits and growth produced 49%, when growth used to produce nearly 80%.
The obvious levers were priced in the day the deal was signed, and the lever still open is the go-to-market engine, which in most portfolio companies is the least-built part of the business.
Ask the investors themselves and they describe it the same way, a company with no reliable read on where deals come from and a pipeline that still runs through the founder.
Fixing it is a growth lever and a margin lever at once, because acquisition spend that stops going to leads that never convert is EBITDA that never had to be spent.
And whether your buyers now start with AI is a question we measure before anyone spends against it.
Exit value split: Alvarez & Marsal PE exit survey, 2026.
WHY THIS IS DIFFERENT
When a fund owns the company, marketing is on a deadline.
A private equity firm buys a company to grow it and sell it again, usually within 5 to 7 years. That leaves no time for slow brand-building that only pays off later. Most agencies sell ongoing activity and measure it over years, which doesn’t work against an exit date. Marketing has to produce pipeline quickly and report it in the numbers the board already watches.
The hold period is the deadline
The clock starts at close. Pipeline has to move inside 90 days and become a repeatable system before year two, or the operating plan is already behind.
Report in the board's numbers
Sourced and influenced pipeline, CAC and payback, and total marketing spend set against what the business generated each quarter, translated into the EBITDA line your board already reads. We don't promise every dollar attributed to an activity, because that promise doesn't survive a CFO's questions.
Fixable execution vs. broken function
The first job is telling you honestly which one you have, because sometimes the team is fine and the system around them isn't, sometimes it's the reverse, and the readout says which.
HOW WE REPORT
Every level gets the numbers it already cares about.
Ownership / Board
Executive
Strategic Leadership
Execution
WHERE YOU ARE IN THE HOLD
Start from the moment you're in.
The marketing question changes at every stage of the hold. Find the one that sounds like your portfolio right now, and the work meets it there.
PREP FOR EXIT
Diligence on a target
- Is the growth in this model real, or assumed?
- The timeline is short and the marketing data is incomplete.
FIRST 100 DAYS
Just acquired
- The new company needs its marketing plan set and pipeline moving early.
- No clean read on where pipeline comes from.
BUY-AND-BUILD
Integrating an add-on
- The platform now has two websites, two CRMs, and two agencies serving a single plan.
- Nobody can say what the combined go-to-market costs or produces.
MID-HOLD
Underperforming portco
- The company is spending on marketing and nobody can say what it returns.
- It is missing plan and nobody can say why.
PREP FOR EXIT
Approaching a sale
- Will the growth story survive a buyer's diligence?
- Growth isn't documented or independent of one hire.
THE PROBLEM THIS SOLVES
Your website gets traffic and some of it converts, but nobody can tell you whether optimization is improving pipeline quality.
The team is structured around outcomes, not org charts. Every client gets a cross-functional pod of specialists working from one strategy.
MODEL A
Run the whole operation
EMBEDDED OPERATION
- We own strategy and delivery
- Board-ready reporting cadence
- Pipeline movement inside 90 days
MODEL B
Strengthen what's already there
WORK ALONGSIDE
There’s a team or an agency you’d rather not rip out. We layer in, fix what’s leaking, and lift the whole operation without the disruption of a full replacement.
- Keep the people who work
- Lower-threat entry point
- We backstop the gaps
MODEL C
Standardize across the portfolio
ONE FRAMEWORK, MANY PORTCOS
Run the same method across several companies at once, each with a plan built for its own buyer, and score every one of them on the same six functional areas, so a Monday portfolio review compares like with like and the weakest engine is visible before it misses plan.
- Standardized across holdings
- One comparable scorecard
- Faster onboarding per company
WHAT WE DO
Every capability is connected within a single integrated operation.
They operate under the same strategy and feed the same pipeline data. These are the tools inside the Evolution Framework, not individual services you have to coordinate between.
WHAT YOU WALK AWAY WITH
- Positioning and message-market fit assessment
- Full-funnel and channel-efficiency teardown
- Team and agency capability read, including whether the function as staffed can carry the plan
- Martech and attribution audit
- 90-day priority sequence, tied to the VCP
FIXED SCOPE
Pricing set on portco size and stage, confirmed before we start.
TIMELINE
2 to 3 weeks
from kickoff to board-ready readout
WHAT SITS UNDERNEATH
Underneath the pitch, the eight disciplines that actually do the work.
In most companies these run in silos, split across separate specialists and agencies who never share a number. We run all eight as one team on one plan, every channel measured on the same pipeline, and the board-level story is built on that operation.
Demand Generation
Build pipeline for the 95% not actively buying.
Paid Media and Demand Capture
Demand capture across paid search, social and display.
SEO and Organic Growth
Authority-led organic visibility, built for AI search.
Account-Based Marketing
Named-account programs that grow the accounts the company already holds.
Conversion Rate Optimization
CRO tied to pipeline.
Analytics and Attribution
Reporting a CFO can check, from channel spend to pipeline to what the business generated.
AI Search (GEO)
Whether AI answers are recommending you, measured first, then fixed.
Content and Creative
Brand content informed by performance data.
OBJECTIONS, HANDLED
The questions operating partners actually ask.
What metrics do you report to us?
Sourced and influenced pipeline, CAC and payback, pipeline velocity, and total marketing spend against the revenue the business generated, every quarter, translated into the EBITDA line of the value creation plan so the number an operating partner sees is the one already in the model.
Do you replace our team or work with them?
Your choice, and the assessment recommends which. If the function hasn't been built we can run the operation, and if there's a team or agency worth building on we work alongside them and strengthen it, but either way we work as an extension of your team, under your leadership.
How does this align with our value creation plan?
The VCP drives everything. In week one we identify where marketing moves revenue, EBITDA, and exit positioning fastest, and build the first sprint around those priorities. Every deliverable maps to a line in the plan.
Can you run across multiple portfolio companies?
Yes, it's a distinct engagement model. Each company gets a plan built around its own buyer and market, but the underlying method stays consistent, so your team can benchmark results across the portfolio on comparable dashboards.
What's different about marketing a held company?
A defined hold period, an IRR target, and an exit date compress the timeline. You can't spend 6 months on brand strategy before the first campaign. The work is built to show pipeline in 90 days and a repeatable system before year two.
READY TO OPTIMIZE?
Get the assessment first.
Tell us the portco and the thesis. We’ll come back with an honest read on whether marketing is the lever, and what it’s worth if it is.
- Honest if it's not a fit
- Board-ready output
- No commitment to build