Operational Stewardship: Shaping Value Across the PE Portfolio

Client Overview

Our client is a Tampa, Florida-based lower-middle-market private equity firm. Founded in 2006, the firm has over $300 million in assets under management and is currently investing from its third fund (~$194 million). Known for their collaborative, flexible, and values-driven approach, they invest in small, privately owned businesses, typically partnering with founders. The firm focuses on industrial services, niche manufacturing, branded consumer products, and value-added distribution companies with $3-$10 million in EBITDA and $10-$100 million in revenue. They aim to professionalize and grow companies without compromising their entrepreneurial culture.

The Challenge / Mandate

The client sought a Director of Portfolio Operations to play a hands-on role in driving operational improvement across the portfolio. The Director would work closely with deal teams and management at portfolio companies to identify and execute value-creation initiatives, including go-to-market strategy, lean implementation, throughput improvement, and team development. This partner-track role was designed for a candidate eager to combine strategy, execution, and relationship-building in the lower middle market.

Key responsibilities included:

• Leading enterprise-wide strategic planning at portfolio companies
• Identifying growth opportunities and building commercial processes - Enhancing manufacturing throughput and profitability
• Supporting diligence processes with operational insights - Coaching leadership teams and facilitating organizational development
• Providing crisis management and interim leadership as needed

The right candidate required a broad operational toolkit, change leadership capabilities, and the ability to drive results across multiple engagements simultaneously.

Search Strategy

We targeted candidates with a blend of hands-on operational leadership and management consulting experience, especially those familiar with value creation in industrial or manufacturing settings. Top candidates needed to demonstrate a bias for action, pragmatic problem-solving ability, and strong interpersonal communication.

We looked for:

• Prior experience in private equity portfolio operations or top-tier consulting
• Strong understanding of Lean, KPIs, and enterprise process improvement
• Experience implementing organizational change and building leadership teams
• Willingness to travel regularly and engage directly with company operators

​

Candidates were evaluated not only for their technical and operational skills but also for cultural fit and their ability to collaborate across stakeholders.

The Placement

The finalist selected had a unique blend of engineering, consulting, and hands-on operating experience. He began his career in Boeing’s leadership development program, gaining exposure to industrial engineering and finance. He then transitioned into management consulting at BCG, where he specialized in industrial goods, pricing, and B2B distribution, including working with PE-backed companies.

His combination of shop-floor insight and strategic thinking allowed him to communicate effectively with both investment professionals and operational teams. The client was especially impressed with his ability to bridge tactical execution with long-term transformation planning.

The Outcome

Now embedded in the firm’s operations group, the new Director is actively engaged across several portfolio companies, helping professionalize systems and unlock value in under-optimized processes. He is building cross-functional KPIs, coaching executives, and streamlining operations, while also helping shape the firm’s overall approach to value creation.

His presence has helped accelerate strategic planning cycles, improve coordination between management and investors, and bring discipline to growth and operational initiatives. The client views him as a key leader for the firm’s ongoing success in deploying Fund III.