Phase 3 · Value creation
Turn the plan into
delivered outcomes.
Phase 1
Pre-deal due diligence
Phase 2
First 100 days
Phase 3 · Active
Value Creation
Phase 4
Exit readiness
THE OPPORTUNITY
The returns are in the people. The best PE firms know this and act on it systematically.
What strong value creation people work gives you
- Leaders who perform at the level the plan demands, not just the level they were hired at.
- A leadership pipeline that sustains growth without depending on one or two individuals.
- A performance framework that keeps the team executing through the middle years of the hold.
- The cultural infrastructure to scale: defined behaviours, consistent standards, and accountable management.
- A board that is genuinely adding value to management performance, not just providing oversight.
Individual · Leadership development
Leadership Coaching
What makes this different
Every coaching engagement is tied to a specific business objective agreed between coach, coachee, and operating partner. Our coaches come from TPC Leadership’s global accredited practice and are matched on sector relevance and personal fit. We work within the operating partner’s line of sight. Investing in the right leader at the right moment produces returns that are felt across the whole business.
Output
What makes this different
Portfolio companies often have high-potential leaders close to readiness for greater responsibility. Without deliberate development, those leaders plateau, get promoted before they are ready, or leave. We identify and fast-track the development of your highest-potential people through coaching, structured stretch assignments, and peer learning, calibrated to the pace of a PE holding period.
Output
TALK TO US ABOUT HIPO acceleration
Pipeline · Leadership development
HIPO Acceleration
Cultural infrastructure · Behaviours
Competency and Values Modelling
What makes this different
Portfolio companies under PE ownership often lack a clear, shared definition of the behaviours that drive performance. Without a defined standard, hiring is inconsistent, development conversations are vague, and performance management is difficult to apply fairly. We build the framework through leadership team input, data on what distinguishes high performers, and alignment with the value creation plan. The result is a practical tool, not a document.
Output
A competency and values framework built for this business. Behavioural standards applicable to hiring, development, performance management, and succession planning across the organisation.
What makes this different
Growth plans that depend on one or two individuals are fragile. A portfolio company that lacks leadership depth below the CEO is exposed at every transition point: a key departure, a promotion, a role change required by the value creation plan. We assess the breadth and depth of leadership talent across the business, identify who is ready to step up and who needs development, and give the operating partner a clear view of where the bench is strong and where it is thin.
Output
A leadership bench strength report covering readiness ratings, development priorities, and succession recommendations. A clear picture of where the business is exposed and where it has depth to draw on.
TALK TO US ABOUT leadership bench strength
Structural · Leadership depth
PEOPLE Leadership Bench StrengthDUE DILIGENCE TOOLKIT
2.5×
Culture Partners, 2025
Higher revenue growth for companies with results-aligned cultures.
PEOPLE EDGE ACADEMY
Build the people skills your investment team uses every day
Your investment team works with portfolio company management from day one of the hold. The Academy builds the specific skills they use in every portfolio interaction: how to assess management quality, how to build trust fast, and how to run the conversations that drive performance.
In-house workshops · 3 to 4 hours · 5 to 15 participants · on-site delivery · quality-assured facilitators with PE sector experience