Peak9Partners

1. Assess: find the real value levers
We spend the first 60–90 days going deep on the financials, operations, customers and people. We look past the reported numbers to find the 3–5 levers that will move enterprise value most, along with the risks that could hold it back.

2. Align: one plan, one scorecard
We agree with owners, management and sponsors on a value creation plan: clear targets, a 100-day action plan, and a small set of KPIs that everyone runs the business by. Incentives are tied to the same outcomes.

3. Build: systems and leadership
We put in the operating systems that let growth scale. That means KPI dashboards, cost and pricing discipline, sales and operations planning, and cash management. Where needed, we strengthen the leadership team.

4. Execute: drive growth and margin
We work alongside management as operating partners, not from the boardroom. The work covers commercial expansion, operational efficiency, supply chain and footprint optimization, and working-capital improvement, all measured against the plan every month.

5. Realize: position for the next chapter
We make the business ready to sell long before any sale is planned: clean financials, a clear growth story and a documented track record. That puts owners in control of timing, whether the next step is a recapitalization, a strategic sale or continued ownership.