Private equity finance infrastructure
The portfolio is visible. The finance logic is traceable.
Comparable answers for the fund, local ownership for the CFO and evidence that survives exit.
Discuss a portfolio →The portfolio problem
Every company can be right in a different way.
The same finance question is answered differently in every portfolio company. Consolidation hides assumptions, bolt-ons break comparability and diligence has to reconstruct the trail.
- Definitions: the same KPI carries a different calculation or owner.
- Adjustments: monthly workbooks contain logic the portfolio cannot compare.
- Evidence: the answer is separated from the source transaction and approval trail.
The control point
One approved definition for every portfolio question.
Management owns the finance policy. The portfolio gets comparable answers. Definitions, hierarchies, allocations, reconciliations and adjustments become explicit, reviewable and traceable back to source.
- One version of gross profit by client.
- One headcount figure, whether it comes from payroll or the org chart.
- One definition of ARR, EBITDA, leverage and covenant headroom.
- Every answer remains traceable to source transactions and approved adjustments.
What changes
One finance truth, three useful views.
Portfolio team
Comparable answers with assumptions and source data still visible.
Portco CFO
A finance layer the team can explain, operate and improve.
Exit team
A coherent evidence trail ready for challenge and diligence.
Start with one company
A diagnostic before the portfolio writes its assumptions.
The work clarifies where reporting creates drag, which systems break the evidence chain, which controls protect recurring answers and where finance judgement must remain explicit.
The portfolio company keeps the infrastructure, definitions, code, documentation and capability to run it.
Services