What we do
We work where the deal needs the understanding most
Private equity firms and corporate acquirers bring us in at the moments when knowing how a business really works decides the outcome: before signing, in the first hundred days, through the hold, with every add-on and in the run-up to a sale.
Diligence Brain · 2 to 3 weeks before signing
See the operating reality before you sign
We load the data room, the management presentation, expert calls and anything the target can share into a Diligence Brain, then map how the company actually delivers its revenue. The deal team gets a cited view of where the investment thesis is supported by evidence, where it rests on assumption, and what to ask management before the price is set.
- Operating map of processes, systems, vendors and key people
- Risk register in which every item cites its source
- Value creation hypotheses ranked by size and confidence
- Questions for management and a list of what the data room does not show
100-Day Brain · 8 to 12 weeks after closing
Turn the value creation plan into work the company can see
We capture every layer of the business, interview leaders and the people who do the work, and discover how orders, money, products and decisions actually flow. Gaps, inefficiencies and quick wins come out sized and ranked, and the value creation plan moves into the brain with owners, dates and the evidence behind each initiative, so progress is visible to the board and the sponsor every week.
- Full capture across all eight layers of the company
- Process discovery with the bottlenecks and single points of failure marked
- A 100-day plan with owners, milestones and weekly readouts
- Quick wins delivered inside the first hundred days
Operating Brain · through the hold
Run the company from one source of truth
After the first hundred days the brain becomes the operating memory of the business, on subscription. Agents keep it current from meetings, documents and systems and answer leadership's questions with their sources, we keep reviewing how it is implemented and used in practice across the company and measure its effectiveness every quarter, and it runs the disciplines the operator chooses across strategy, reporting, process, finance, people, product, service delivery and customer experience.
- Leadership reporting and BI built on cited facts
- Process optimization with excellence benchmarking
- Cash, cost and working-capital visibility
- Customer, NPS and service-delivery tracking
Growth Brain · 4 to 6 weeks per add-on
Add acquisitions without losing the thread
In a buy-and-build, every add-on is captured into the platform company's brain, so integration, synergies, cross-sell and pricing decisions are made against one picture of the combined business. The same brain supports the sales strategy, the pricing work and the commercial plan that the growth case depends on.
- Add-on capture mapped onto the platform's structure
- Integration plans and synergy tracking with sources
- Sales strategy, pricing and cross-sell analysis
- One view of customers, vendors and systems across the group
Exit Brain · 6 to 10 weeks before launch
Sell with the evidence already organized
By the time you prepare a sale, the brain holds the history of the hold: what changed, what it delivered and the facts behind every number. The equity story, vendor diligence and the data room come together from evidence that already exists, and the buyer inherits a brain that keeps running after closing.
- An equity story backed by cited facts and KPI history
- Vendor diligence support and a structured data room
- Documented processes and a clean view of key-person risk
- A brain the buyer can keep using from day one
Portfolio Brain · across the fund
See every company the same way
When several portfolio companies run a brain, the sponsor can read them through one interface. Operating partners compare processes, cost structures and initiatives across companies, share the playbooks that work, and connect their own AI tools to every brain through MCP, with each company's access rules intact.
- One sponsor view across portfolio brains
- Benchmarks across companies in the same vertical
- Playbooks that move from one company to the next
- Secure MCP, RAG and API access for the deal and operating teams
The forward-deployed team
Agents do the reading, and our people do the heavy lifting
Some of the most important knowledge in a company is never written down. Our team goes and gets it, so the brain reflects how the business really runs rather than how the documents say it runs.
Interviews
Structured conversations with leaders and the people on the floor, recorded, transcribed and filed into the brain with consent.
Data discovery
We find where the data lives, pull it safely and make sense of legacy systems that nobody has documented in years.
System connections
We connect the brain to the ERP, CRM, warehouse, HR and finance systems the company runs on, with the access it agrees to.
Site walks
We walk the floor, the warehouse and the service desk, because the gap between the process map and the process lives there.
Disciplines you can switch on
The operator chooses the model, and the brain runs it
Every owner has a way of running companies. We load the frameworks you use into the brain as skills, benchmark the business against them and track the work they produce.
Functions the brain covers
Everything an owner needs to take over, run, grow, fix or sell a business
The same brain serves the deal team, the operating partners and the management team, each with the access their role calls for.
Strategy and BI
Leadership dashboards and board reporting on cited facts.
Process and operations
How work flows, where it stalls and what it costs.
Finance and cash
Money flows, working capital and cost to serve.
People and organization
Roles, capacity, key-person risk and incentives.
Product development
Roadmaps, systems and the technology the product depends on.
Sales and pricing
Pipeline, pricing, cross-sell and the go-to-market plan.
Service delivery and NPS
What customers experience and what drives it.
Risk and resilience
Contracts, recovery commitments and single points of failure.
Start with one company
Tell us where the deal is, and we will scope the brain around it
Whether you are in exclusivity, a month past closing or preparing for a sale, a two-week pilot on one company is the fastest way to see what we find.