Do you work with the firm or with the portfolio company?

Both, usually starting with the sponsor's operating partner or deal team and landing inside the portfolio company. The engagement is with the company; the board can read the work.

Can we engage leadership without delivery?

Yes. Leadership stands on its own and is the more common shape inside a hold. Delivery is added only when the roadmap identifies a ready outcome, and it is always governed under the leadership engagement.

Engagements are sized to the hold, the stage, and what the seat needs to own. We discuss it on a call rather than publishing tiers, because a diligence read, a hundred-day transition, and a three-year growth seat are different pieces of work.

Where does Discovery fit?

When the baseline is unclear, especially post-close, a paid Operating Scale Discovery establishes the priorities, capacity, and decision rights the leadership engagement then sustains. When the baseline is clear, leadership starts directly.

Private Equity

Technology the thesis can see into.

Ergon puts an accountable technology owner inside the portco — priorities tied to the plan, cadence the board can read, delivery that doesn’t drift.

The problem

The plan depends on the part nobody can see.

Most value-creation plans assume the technology function will scale with the business. Most boards cannot tell, quarter to quarter, whether it is. Progress arrives as activity, dates slip without a visible tradeoff, and the CEO and the technology lead are answering different questions.

An accountable technology owner inside the company. Not a report. Not a dashboard. Someone the board can hold to the plan.

Across the investment lifecycle

Diligence and transition
See into the technology before and right after the deal.
An operator's read on the platform, the team, the delivery risk, and the gap between the management presentation and the backlog. Then, in the first hundred days, a transition that turns the thesis into priorities the technology team can actually execute.
- Technology and delivery risk in terms the deal team can use
- Management alignment on what the thesis needs from technology
- A first-hundred-days operating rhythm, not a slide
Growth and value creation
Turn the value-creation plan into owned execution.
Through the hold, an accountable technology leader keeps priorities tied to the plan, makes capacity and tradeoffs visible, and reports progress the board can trust. When the roadmap identifies a ready outcome, delivery is scoped and governed under that leadership.
- Cadence: commitments, progress, and change — every cycle
- Decision rights between the sponsor, the CEO, and the technology team
- Delivery under leadership, so the build stays tied to the thesis
Exit readiness
Make the technology story one a buyer can verify.
Documented architecture, a delivery record that matches the narrative, decision rights that survive a change of ownership, and a roadmap the next owner can pick up. The evidence a buyer's diligence will look for, assembled before they ask.
- A technology narrative backed by an operating record
- Documentation and decision history that reduce diligence friction
- A transition plan for the leadership seat

Two shapes, no tiers

Leadership alone. An accountable technology leader in the portfolio company: alignment, cadence, decision rights, board reporting. The common shape through a hold.

Leadership with delivery. When the roadmap identifies a ready outcome, Ergon adds the hands-on work, scoped and governed under the same leadership so it stays tied to the thesis.

A board-ready view of commitments, progress, and change every cycle is part of both.

About Leadership

What you get

Technology priorities locked to the investment thesis
An owner for technology decisions (fractional or embedded)
Cadence: commitments, progress, and change — every cycle
Board-ready view of the work without theater
Transition plan when it’s time for a full-time hire

Results

Throughput up 30%+ in 90 days

Medical GRC software · Private-equity backed

A PE-backed governance, risk, and compliance software company needed technology leadership without a full-time seat. We reset the delivery rhythm, stood up an AI governance strategy, and pulled documentation scattered across the company into one place.

Same team, better system, 30 percent more work shipped in a quarter.

Common questions

Do you work with the firm or with the portfolio company?: Both, usually starting with the sponsor's operating partner or deal team and landing inside the portfolio company. The engagement is with the company; the board can read the work.
Can we engage leadership without delivery?: Yes. Leadership stands on its own and is the more common shape inside a hold. Delivery is added only when the roadmap identifies a ready outcome, and it is always governed under the leadership engagement.
How is this priced?: Engagements are sized to the hold, the stage, and what the seat needs to own. We discuss it on a call rather than publishing tiers, because a diligence read, a hundred-day transition, and a three-year growth seat are different pieces of work.
Where does Discovery fit?: When the baseline is unclear, especially post-close, a paid Operating Scale Discovery establishes the priorities, capacity, and decision rights the leadership engagement then sustains. When the baseline is clear, leadership starts directly.

Next step

Discuss a portfolio company.

Tell us where the company is in the lifecycle and what the thesis needs from technology. We will tell you honestly what shape of engagement fits, and whether Discovery should come first.