How I work
Most portfolio company execution issues are not technical.
They are failures to translate the investment thesis into execution.
The core issues
The same patterns appear across portfolio companies and growth-stage software businesses:
The result is predictable: effort is diluted, complexity increases, and execution slows.
My approach
I focus on one question: can this organisation actually deliver the investment thesis?
To answer that, I make the link explicit:
I don't replace management decision-making. I make trade-offs explicit so decisions can be made quickly and with full visibility.
What I do in practice
During M&A: Strategy-Linked Tech Due Diligence
I assess whether the company can deliver the investment thesis and where it will fail if nothing changes.
For portfolio companies: Strategy-Linked Value Creation
I align the roadmap with value creation, reallocate engineering capacity, simplify the product portfolio, and establish clear priorities including in regulated and fintech environments where product, risk, and engineering need to be tightly aligned.
Where AI is a material factor, this includes assessing competitive exposure to AI-first entrants, evaluating how much the business will be impacted by AI, identifying the investments needed and sequencing AI priorities.
Engagement model
Rapid Diagnostic
I identify where execution is breaking down and what is holding back delivery.
This includes pressure-testing the roadmap against engineering capacity, surfacing the key constraints, and defining a small number of actions that materially improve execution.
This can be done during M&A or early in the hold period.
Value Creation Roadmap
I translate the investment thesis into a prioritised, sequenced roadmap the organisation can actually deliver.
This makes explicit:
The output is a realistic plan aligned with capacity, architecture, and leadership priorities.
Execution Support
Where needed, I stay involved to ensure the plan translates into delivery.
I work with the CEO, CTO, and product leadership to maintain focus, resolve constraints, and adjust as needed.
The objective is sustained execution against the investment thesis.
What makes me different
Not a large consultancy team
Senior person with direct accountability
Not a tech audit
Everything is anchored to the investment thesis, not just code quality
Not advisory-only
Hands-on implementation support available
Where engagements require greater technical depth I bring in a trusted CTO.
White paper
The Execution Gap in PE-Backed Software
Why portfolio companies struggle to execute the investment thesis through product and technology, including:
- where engineering capacity is lost
- why too many initiatives slow execution
- how product complexity destroys value
- what changes actually improve delivery
Discuss your situation with Erik