Operating leadership on the sponsor's timetable.
The value-creation plan is only as good as the operator carrying it. The need shows when the plan is agreed and the person to deliver it is not yet in the business.
Where a Swedish hold loses pace
Familiar patterns in a Swedish hold:
The search is slower than the need
A permanent search takes a quarter or more, and the plan does not wait for it.
Founder-era reporting
The company reports as it always has, and the sponsor needs a monthly pack by business line straight away.
Founder and sponsor read the company differently
Both see something true, and without an operator in between the difference becomes friction.
The gap is temporary
Integrating an acquisition, carving out a unit or replacing core systems calls for a senior operator for a set period.
Operators are embedded in portfolio companies within weeks. The services agreement follows the hold period and does not cut across it. A sponsor can use one to run a defined workstream, to cover a gap before a permanent appointment, or to learn what the company needs before they commit to a hire.
Who this is for, and who it is not
Best for
- Deploying a senior operator inside a portfolio company
- Executing a 100-day plan the moment the deal closes
- Value creation through the hold, not another advisory report
- Building reporting, systems and management credibility before an exit
- Operational diligence and leadership-gap assessment before you buy
Not for
- A strategy deck or set of recommendations to hand back
- A business that wants an adviser, not an operator inside it
- Pure diligence with no operator deployed afterwards
- A mandate for oversight rather than hands-on execution
How we support a sponsor in Sweden
A hold runs to a plan. We keep governance around the operator so the plan stays on its dates.
Reviews against the plan
Progress is reviewed with the sponsor and the operator at each milestone, and the brief is adjusted with you if needed.
Peers for value-creation work
Integration, carve-out or systems work can be talked through with others in our collective of 800+ first.
No lost months mid-hold
A departure during the hold starts a new search from our notes, and the transition is ours to manage.
Matched to Nordic mid-sized companies
We look for an operator who can work in a flat, consultative company and still drive the plan.
Across the PE investment lifecycle
From pre-deal to exit preparation.
Pre-deal: operational due diligence
Embed a Fractional COO or CFO to support your ODD. They identify gaps your model hasn't priced.
Post-acquisition: fill the leadership gaps
Begin deploying the right operator within days of instruction. No recruitment pipeline, notice periods, or trial risk.
Value creation: operational improvement
Build financial infrastructure, operating cadences, commercial engines, and professional people structures.
Exit preparation: build credibility
A Fractional CFO producing clean board reporting and investor-grade financials is a meaningful credibility signal in any sale process.
The value-creation matrix
Each value-creation lever maps to the operator built to own it. Most plans pull two or three at once.
Portfolio company leadership options
Match the right fractional operator to the specific portfolio company need.
Operating partners to
