Roles
Critical Leadership Positions Across
the PE-Backed Investment Lifecycle
We are engaged on roles where leadership quality directly influences operational
performance, investor returns, and exit outcomes. Each mandate is defined against
specific performance objectives — not generic job descriptions.
What We Are Engaged to Fill
Four practice areas, one standard: evidence of delivery
01
Transformation
Post-Acquisition & Transformation Leadership
Executives who bring structure, urgency, and operational clarity to businesses navigating change — typically deployed immediately post-close or into underperforming assets requiring rapid intervention.
Role Titles
- Chief Transformation Officers
- Operating Partners (portfolio-facing)
- Integration and change leaders
- Interim transformation executives
Typically Engaged When
- Post-acquisition integration is at risk
- Carve-out requires standalone leadership
- Cultural or operational reset is needed
- Platform build requires a unifying leader
02
Operations
Operational Excellence & COO Leadership
Senior operations executives with directly relevant experience in complex, asset-intensive industrial environments — leaders with a proven track record of improving performance in comparable businesses.
Role Titles
- Chief Operating Officers
- Heads of manufacturing or operations
- Supply chain and logistics leadership
- Lean and continuous improvement leaders
Typically Engaged When
- Margin improvement is a priority
- Throughput or capacity is constrained
- Cost reduction or footprint rationalisation
- Operational turnaround is required
03
Finance
CFO & Finance Leadership
Finance leaders who bring rigour, transparency, and discipline to PE-backed environments — executives who understand investor expectations, speak to boards with credibility, and drive the financial control infrastructure that supports value creation.
Role Titles
- Portfolio company CFOs
- Finance directors
- FP&A and commercial finance leaders
- Finance transformation executives
Typically Engaged When
- Financial reporting lacks rigour or speed
- Cash flow and working capital need control
- Exit preparation requires financial credibility
- ERP or systems infrastructure is being rebuilt
04
Leadership
CEO, MD & Board-Level Appointments
The most consequential appointments in the investment lifecycle. We are engaged on CEO, MD, and board-level mandates where the decision will materially influence growth trajectory, operational performance, and exit outcomes.
Role Titles
- Chief Executive Officers
- Managing Directors
- Non-executive directors
- Chair appointments
Typically Engaged When
- Incumbent is not fit for the next phase
- Post-acquisition CEO transition is required
- Exit preparation demands a credible team
- Founder succession requires professional leadership
Critical Inflection Points
We work where leadership matters most
How Candidates Are Assessed
Evidence of delivery, not theoretical capability
Every candidate is evaluated against the specific performance criteria of the mandate — not a generic competency framework. We assess on what they have actually delivered in directly comparable situations, under similar pressures, against similar objectives.
Decision-Making Under Pressure
Track record of sound judgement in demanding, time-critical environments.
Operational Improvement Delivery
Measurable evidence of performance improvement in comparable industrial settings.
PE Cadence and Accountability
Experience within investor-backed governance structures and reporting expectations.
Transformation and Change
Demonstrated ability to lead organisations through significant structural or operational change.
Every role is defined by what
the business needs to achieve
Not what the last incumbent looked like. If you are navigating a critical leadership
appointment, we are structured to give it the rigour and senior attention it deserves.
All enquiries handled discreetly.