Operating Partner
and Interim CEO

Hands-on execution to grow EBITDA, improve cash flow, and drive enterprise value.

Deployed into industrial, manufacturing and distribution businesses across Australia and APAC. PE-backed and founder-led. The engagement is always hands-on — CEO-level leadership with P&L accountability, measurable outcomes, no advisory retainers.

Discuss an Operating Partner Mandate →

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When I Get Called In

The situations are consistent, regardless of the sector or structure:

• Revenue is growing but EBITDA is not moving
• Pricing is inconsistent or unmanaged — discounting is embedded in the culture
• Working capital is tightening — cash is trapped in inventory or receivables
• Post-acquisition integration is drifting — synergies remain theoretical
• Performance is no longer matching the investment thesis
• A business needs experienced leadership during a transition or interim period
• The board or PE firm needs someone who can own the execution, not just advise on it

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What Changes First

The first 90 days are diagnostic and intervention. By the end of month three, the business looks and operates differently:

• Operating cadence is imposed — weekly rhythm, clear metrics, explicit accountability
• Pricing discipline is reset — transaction-level data, margin visibility, discount governance
• Cash and working capital visibility improves — inventory, debtors, payables reviewed and managed
• Accountability becomes explicit — who owns what, what is expected, what happens if it doesn’t move
• Performance translates into execution rhythm — the business stops reacting and starts executing

Discuss an Operating Partner Mandate →

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Three Audiences. One Clear Mandate.

Private Equity

Deployed into PE portfolio businesses to drive the value creation plan. Works alongside the deal team and management to implement the operating improvements that move EBITDA toward the exit thesis. Available for post-acquisition integration, performance improvement, and pre-exit uplift.

Boards and Chairs

Engaged by boards in privately held or listed businesses where performance has stalled, management capability is insufficient, or an interim leadership gap needs to be filled without disruption. Full P&L accountability, direct board reporting, and a clear mandate agreed at the outset.

Founders and Owner-Operators

Working alongside founders who need operational depth to support growth, manage complexity, or prepare the business for a transaction or succession. The mandate is collaborative — not a replacement for the founder, but a structured addition of commercial and operational capability.

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Operational Levers. Measurable Outcomes.

• Pricing discipline and margin improvement — price waterfall analysis, segmentation, governance
• Working capital release — inventory, debtors, payables
• EBITDA improvement through cost-to-serve rationalisation and commercial controls
• Operating cadence — rhythm, accountability, decision rights
• Management capability — team assessment, structure, performance management
• execution discipline after close — commercial alignment, operating standards, cultural reset

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Flexible Structure. Clear Mandate.

Mandates are structured around the situation. Typically 3–18 months. Full-time or part-time depending on the business need. Always with clear outcomes agreed at the outset and measurable milestones for the board or investor.

Equity participation and advisory arrangements are considered on a selective basis for the right mandates.

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