Phase 2 · First 100 days

Build the momentum that

defines the hold.

The pace you set in the first 100 days is the pace you carry through the holding period. We help you align the leadership team fast, establish clear accountabilities, and build an operating rhythm the business moves to from day one.

Phase 1

Pre-deal due diligence

Phase 2 · Active

First 100 days

Phase 3

Value Creation

Phase 4

Exit readiness

THE OPPORTUNITY

Post-deal is where value creation plans either take root or stall. The best firms make the difference in the first 100 days.

The Human Capital Value Creation Plan is replacing the traditional 100-day plan at the best-performing firms. We help you build one that works: aligned leadership, clear accountabilities, and an operating rhythm the business can move to immediately.

What strong first 100 days work gives you

A leadership team aligned around the value creation plan from day one.
Clear accountabilities so execution starts immediately, not after a three-month settling-in period.
An operating rhythm the management team actually uses between board meetings.
Early visibility of the structural and capability gaps that need to be addressed.
A board that is adding value rather than creating friction from the start of the hold.

Team · Cohesion and alignment

100-Day Team Coaching Sprint

Build the team that carries you through the hold, not just the first board meeting.

What makes this different

Post-deal leadership teams are under pressure from day one. New ownership structures, changed reporting lines, and uncertainty create friction at exactly the moment the business needs to move fast. We run an intensive, structured coaching programme over 100 days with defined milestones, building the cohesion, alignment, and working norms the team needs to perform at PE pace.

Output

A cohesive leadership team aligned around the plan. A coaching report covering team dynamics, individual development needs, and recommendations for the next phase.

TALK TO US ABOUT 100-day team coaching sprint

What makes this different

PerfX translates your value creation plan into clear performance measures every leader understands and owns. It establishes accountabilities, resolves the misalignments that slow decision-making, and builds an operating cadence that keeps the team focused. The management team moves faster and the operating partner has clear visibility of progress from the first board meeting.

Output

A live performance framework with defined measures, clear accountabilities, and an operating rhythm embedded in the business.

TALK TO US ABOUT PERFX

Execution · Operating system

Perfx

Get the leadership team executing, not just agreeing.

Structural · Organisational design

Organisational Design and Skills Gap Analysis

Build the structure that delivers the plan, not the one that was inherited.

What makes this different

Acquired businesses often carry structural legacies that do not fit the value creation plan. Roles are unclear, spans of control are wrong, and the skills required to deliver the plan are not mapped against the people supposed to deliver it. We review structure against the demands of the plan, assess role design and decision-making authority, and identify what to change and in what order.

Output

A structural design proposal with sequenced recommendations. A skills gap analysis with development and hiring priorities. A clear picture of where to act first.

TALK TO US ABOUT org design and skills gap analysis

What makes this different

Post-deal boards often carry over patterns from previous ownership. Meeting cadence, agenda design, the quality of management reporting, and the dynamic between board and management all either accelerate or impede execution. A board that works well is worth significantly more than the cost of getting it right. We review the operating model and make specific changes that show up in management team performance immediately.

Output

A revised board operating model with updated cadence, agenda structure, and reporting formats. Behavioural and structural recommendations. A baseline for measuring board performance across the hold.

TALK TO US ABOUT board effectiveness tuning

Governance · Board effectiveness

Board Effectiveness Tuning

A board that adds value from day one is a competitive advantage.

6 McKinsey, 2025/26

The average PE holding period is now six years.

The first 100 days sets the culture, pace, and operating rhythm for the entire hold. Firms that invest in alignment and structure in this window recover that time many times over across the following five to six years. People Edge helps you use those 100 days well.

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

< Explore Phase 1

First 100 Days

Setting the pace

Explore Phase 3 >

Phase 2: VAlue creation

Turn the plan into a delivered outcomes.