⸻ HOW I HELP
Private Equity Value Creation
Portfolio company support and operating advisory.
01 THE PROBLEM
"The thesis is sound and the capital is in place. You know that value creation lives in the execution, and operating talent is scarce."
Sponsors back consumer and retail businesses on a clear thesis, then need an operator who can translate that thesis into results inside the hold period.
02 MY PERSPECTIVE
"Having sat on the operating side of consumer and retail businesses, I understand what a value-creation plan looks like from lived experience."
Value creation in consumer brands comes from a small number of things done well: a brand positioned to command price, an assortment and channel strategy that compounds margin, retail operations that convert, and a leadership team aligned on a single plan. My role is to partner with management to make those things real — close to the work, accountable to the numbers, and fluent in what a sponsor needs to see.
03 HOW I HELP
Engagements typically take one of these shapes:
Pre-deal and diligence support
A commercial read on brand strength, growth runway, and the realism of the value-creation plan.
Fractional or interim leadership
Owning the brand and commercial agenda where the portfolio company team needs reinforcement.
Post-close operating advisory
Partnering with management to build and execute the 100-day and value-creation roadmaps.
Board-level advisory
Giving sponsors an operator's line of sight into whether the plan is on track and where the real risks sit.
CASE STUDY — LOLË (PE-BACKED)
Consulting GM — full P&L ownership and
GTM transformation across a sustainability apparel brand.
As Consulting General Manager for Lolë, I worked across all facets of the business to create a sound 3-year roadmap for growth. First, aligning the brand positioning to its inherent brand equities then translating them into a Go-to-Market plan and creating stability in the DTC business.
From there, aligning the leadership team behind these principles and re-evaluating product design and merchandising strategies. Finally, spending time with key stakeholders — wholesale partners, manufacturing resources and agencies.
It was, in effect, value-creation work: aligning brand, product, and execution against a single commercial agenda, with accountability for how it shows up in the business.
04 OUTCOMES
— Brought a single, structured operating agenda to brand, marketing, and consumer execution.
— Connected product design and merchandise planning directly to inventory and P&L — turning a creative function into a commercial one.
— Built seasonal marketing and planning frameworks that the organization can run on its own.