BY DEAL MOMENT

The marketing questionchanges at every stage of the hold.

Diligence, day one, an add-on, mid-hold, exit, each asks something different of the marketing function. Find the moment that sounds like your portfolio, and see what the work does there. Every one starts with the same fixed-scope assessment.

Pre-deal, diligence on a target

You're here if

  • You need to know whether the growth in the model is real before the committee signs off.
  • The timeline is short and the target's marketing data is incomplete or unclear.
  • You don't have in-house marketing expertise to pinpoint the opportunities and the risks.

What the work does here. A fixed-scope marketing due diligence, the 16-point process run against the target, that tells you whether the pipeline in the model is achievable, where the quick wins and the red flags are, and what the first 100 days would need to look like. You get a scored readout and a value-creation roadmap, built to be read in an investment committee.

See the due diligence method
Two people closely reviewing a printed document, one pointing at a figure on the page, both concentrating

The diligence work and the exit-prep work are the same method run from opposite ends of a deal, because we assess a target for a buyer and prepare a company for exactly that scrutiny for a seller.

Two sides of the deal

First 100 days, just acquired

You're here if

  • The latest addition needs its marketing plan set and pipeline moving in the first 100 days.
  • There's no clean read on where deals actually come from.
  • Budget is being spent without confidence it's in the right places.

What the work does here. A 30-day assessment that reads the marketing line of the value creation plan and lays out the sequence of work behind it, then stands up the integrated operation, reporting, tracking, and the first proof sprint, so there's measurable pipeline movement inside 90 days rather than a lost discovery quarter.

See how the work runs
Two people walking through an operational workplace floor, mid-stride, observing the space

Buy-and-build, integrating an add-on

You're here if

  • The platform has acquired a company and there are now two websites, two brands, two CRMs and two agencies.
  • The acquired company's pipeline ran through people who have left or are leaving.
  • Nobody can yet say what the combined go-to-market costs or produces.

What the work does here. The assessment runs on the combined entity, reading which positioning the market will accept for the whole, where the two stacks overlap and what consolidating them saves, and which of the two pipelines is real. Then the operation is rebuilt around one plan and one set of numbers, so the add-on shows up in the platform's reporting inside the first quarter rather than as a second dashboard nobody reconciles.

See a post-acquisition case
Two colleagues leaning in together at a monitor, one pointing at an analytics dashboard while the other follows along

Mid-hold, an underperforming portco

You're here if

  • A company is spending on marketing without anyone able to say what it returns.
  • It's missing plan and nobody can say why.
  • The board has no reliable read on what marketing is contributing.

What the work does here. The assessment reads the current state honestly, including whether marketing is even the lever, and recommends the entry point. Then we either run the operation, or work alongside the existing team, and report against pipeline and EBITDA rather than activity.

See how we engage
One person alone at a desk in a modern office, hand to their face, looking at a laptop screen showing a declining chart

Prep for exit, approaching a sale

You're here if

  • You're concerned the marketing function won't survive a buyer's scrutiny.
  • The growth story isn't documented, defensible, or independent of one hire.
  • You want the cleanest possible value-creation narrative going into the process.

What the work does here. We professionalize the function for diligence, board-ready reporting, a documented and repeatable growth engine, and a value-creation story that holds up under exactly the marketing due diligence a buyer will run.

See exit-stage results
An empty modern meeting room set up before a meeting, chairs arranged, a closed laptop, a glass of water, and papers squared on the table

Whichever moment you're in, it starts the same way.

A fixed-scope assessment that meets the portfolio company where it is. Tell us the company and the thesis.

Start with an assessment
  • NEXT: The framework
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