External headwinds and difficult performance outlooks have forced private equity firms to rethink near-term prospects and portfolio company strategies. In this Value Walk article, Matt Katz and Andrew Solar outline a new playbook for private equity companies leading in uncertainty.
A private equity-owned contract manufacturer needed to improve revenue and order flow predictability to maximize valuation, optimize production planning, and align sales compensation globally.
A private equity-owned multi-office medical provider needed to define processes, steps, and duration, and implement performance metrics and dashboards so they could drive acquisition ROI and office contribution.
A private equity-owned auto parts distributor needed to transform their AR functions to optimize the collections strategy and improve the customer experience.
A private equity-owned supplier of graduation products sought to establish visibility into inventory and supply and build and refine processes around newly established capabilities to accelerate a planned ERP implementation.
A private equity-owned manufacturer needed help developing optimized processes around BOM accuracy, SKU rationalization, and inventory control to ensure success during an ERP implementation.
