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Operating Partner
Partner-level operating support for funds where execution, not capital, is the constraint.
Early realism. Ownership cadence. Clean handovers.
Who this is for
-
Private Equity (Nordic lower mid-market buyout & growth buyout funds):
hands-on ownership teams where value is driven by operational execution, pace, and disciplined handovers. -
Venture Capital (Seed to Growth):
when founders need leverage, cadence, and faster learning as complexity rises. -
Angels & Small Family Offices (SFOs):
when early optimism masks execution risk and structure is needed without noise or control dynamics.
Where value is most often lost
1) At entry — mispriced complexity
Forecasts tend to underestimate complexity and overestimate delivery capacity. Deals get priced as if execution will be smoother than comparable cases suggest.
2) During ownership — execution shortfall
Even strong plans under-deliver. Large-scale studies commonly show only around half of major initiatives realise full expected value.
3) The J-curve — time works against delay
Private market funds often post negative net returns early due to fees and front-loaded costs; later gains depend on how quickly value is realised. Slow execution flattens the curve and weakens IRR.
4) At handover — momentum leakage
Transitions (deal → ownership, interim → permanent, execution → exit readiness) are where momentum often leaks unless handover is explicit and disciplined.
How I engage
Due Diligence Partner
- Stress-test execution realism early (team, readiness, constraints).
- Surface mispriced complexity before IC and signing.
- Clarify the first 90–180 day operating priorities.
Working (Vice) Chair / Fractional Operating Partner
- Establish cadence: priorities, decisions, accountability.
- CEO sparring and board–management alignment.
- Build capability so momentum sustains beyond the engagement.
Execution Acceleration (time-bound)
- Simplify priorities, clear decision backlogs, restore pace.
- Short, focused intervention with a clean exit and handover.
Sustainability (without greenwashing)
Sustainability is treated as an ownership discipline: where it materially shapes cost, regulation, asset viability, talent, and execution capacity. No branding theatre — practical decisions that hold under scrutiny.
A note on AGM / Investor Day
Some handovers are collective. AGM and Investor Day formats increasingly serve as moments to re-anchor priorities and align LPs, GPs, boards, and management.
A separate AGM / Investor Day Moderator role is available for those moments (conversation-focused), while Operating Partner work remains embedded and execution-focused.
Boundaries
- No phoenix situations or formal reconstructions.
- No sustained high-conflict mandates.
- Specialist referrals available where appropriate (restructuring / legal).
Opening a conversation
If you want better realism at entry, stronger cadence in ownership, and cleaner handovers that protect value, I’m happy to explore fit.
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