Operating Partners & Portfolio Operations
See where a portfolio company can improve, ranked by impact, with clear next steps.
Operating partners, value creation teams, and portfolio operations leads working with a portfolio company's management team.
The reporting package shows only part of how a portfolio company runs. Salera connects read-only to the company's systems, maps its workflows, handoffs, and teams, and traces each problem to its root cause. Your team sees where the company can improve, ranked by estimated impact on EBITDA, with a recommended next step for each.
Root causes, and what to do about them
Problems beneath a portfolio company's reporting package. Salera follows each one to its root cause and recommends what to change, with an estimate and the records behind it.
Manual work behind the reported numbers
Month-end roll-ups, hand-built price lists, and sign-offs held in one inbox slow reporting down. The root cause is systems that don't connect. Salera sizes each instance in hours and recommends what to automate first.
A metric with conflicting definitions
Finance and operations report different gross margin, backlog, or churn. The root cause is separate ways of computing the number. Salera shows how each is built and recommends the definition the board and management should share.
Board reporting rebuilt by hand each month
Finance assembles the same figures by hand for board materials and fund reporting. The root cause is files and systems that never feed each other. Salera measures the hours spent and recommends how to build the package from the source systems.
Delays hidden behind on-time reporting
The books close on time while customer orders wait days for a credit check or a pricing exception. Salera measures the waiting between steps, finds the root cause in the approval path, and recommends where to shorten it.
Thin teams and key people
A function rests on one controller or one planner. The root cause of the risk is approvals, files, and questions only that person handles. Salera shows what would stall if they left and recommends cover.
A top priority missing from the plan
The most valuable opportunity is not always in the current plan. Salera traces each candidate to its root cause, estimates its impact, and recommends where to start, with the inputs behind every estimate.
From question to decision
The review follows one company from read-only access to agreed priorities, with management involved at each step.
- 01
Agree on the company, questions, and sources
- 02
Open read-only access to the company's systems
- 03
Trace each problem to its root cause
- 04
Rank opportunities by estimated impact
- 05
Set priorities and owners with management
What your team receives
Your team receives a value creation plan for the company, the findings and risks behind it, and a deck for its board. Each document links to its sources.
Value creation plan
The ways to improve EBITDA, set out as operational levers. Each lever states the problem, its root cause, the recommended action, the estimated EBITDA or cash impact, an owner role, and the records behind it.
Findings and risk report
Every finding with its root cause, an estimated range with stated assumptions, and the records behind it. Operational risks sit alongside: key-person risk, single points of failure, and weak controls, each with an owner role and a recommended mitigation.
Board-ready deck per company
A deck in your firm's template for each company's board, with the workflow maps and organization maps behind its top priorities.
Compare findings across reviewed companies
When Salera has reviewed more than one portfolio company, the findings follow the same structure. Your team can see which problems repeat, how each company defines its key metrics, and which fix from one company could carry over to another. On a buy-and-build platform, the same comparison between the platform and each bolt-on shows where the cost synergies are.
Root causes that repeat
A problem traced to the same root cause in more than one company, so the fix is designed once and applied where it fits.
Practices that carry over
A fix that worked at one company, such as a pricing check or an onboarding workflow, applied at the others.
Consistent definitions
Key metrics defined the same way in each company, so comparisons between them hold up.
The operating partner and the management team decide which priorities to fund, who owns them, and in what order. Salera supplies the ranking, the estimates, and the sources. The company's team leads the change.
Start with a single portfolio company
Salera reads approved company data through read-only access and ranks what it finds by value.