Your portfolio companies will outgrow their organizations before they outgrow their markets.
Most growth-stage failures aren't product failures. They're organizational failures that look like execution problems until it's too late to fix them cheaply.
We work with portfolio companies at the point where leadership, structure, and decision-making need to catch up with the growth the investment has set in motion.
What you're already seeing across your portfolio
After a funding round, the same pattern shows up in company after company. The founding team that built the product is now being asked to lead an organization, and those are different jobs.
None of this means the company has the wrong people. It means the organization hasn't caught up with its own growth. That gap is predictable, and it's addressable, but only if someone works on it directly.
Decision-making slows down as headcount increases, because nobody has redesigned how decisions get made.
The founder remains the bottleneck for operational decisions that should have moved to the team two hires ago.
Senior hires brought in to add capability create friction instead, because roles, authority, and expectations were never made explicit.
The leadership team is aligned on strategy and misaligned on everything underneath it: priorities, pace, who owns what, and how to disagree productively.
Culture begins to drift during rapid hiring, and by the time it's visible, the founding team's way of working has already been diluted.
What we do inside your portfolio companies
We work directly with founders and leadership teams on the organizational challenges that follow growth. Not as an advisory layer above the company, and not as a training program the team attends and forgets. We work alongside the leadership as the transitions happen, because that's when the real decisions get made.
Every engagement follows a structured approach:
Diagnostic Sprint (2 to 3 weeks)
We assess where the organization is under strain: leadership alignment, decision-making, team structure, role clarity, and cultural dynamics. The output is a prioritized roadmap of what to address and in what order, not a slide deck of observations.
Growth Program (3 to 6 months)
We work with the leadership team on the specific transitions the diagnostic surfaces. This typically covers some combination of restructuring decision-making, clarifying accountability, developing leaders who were promoted for technical skill into people who can lead teams, and rebuilding the operating rhythm so that strategy and execution stay connected as the company scales.
Growth Partnership (ongoing)
For companies that want continued access to a thinking partner through successive growth stages. No fixed agenda. Built around the decisions, transitions, and challenges that arise as the company evolves.
If you're looking for an experienced partner to strengthen the team dynamics within your portfolio, let's talk.
What you receive as an investor
We're not a service you mandate. We're a partner you recommend, one that the founder chooses to work with because the value is obvious, not because the board required it.
As a formal part of every engagement, agreed upfront with the portfolio company, investors receive an independent organizational health perspective grounded in direct work with the leadership team.
This is not a compliance report. It's an honest read on the dynamics that the numbers don't show: whether the leadership team is genuinely aligned or politely avoiding the hard conversations, whether the structure can support the next stage of growth, and where the organizational risks sit that would otherwise surface as surprises in a board meeting.
You see what the quarterly update doesn't tell you.
The portfolio companies we typically work with
Companies between 15 and 200 people navigating a growth transition: post-funding scaling, first management layer, leadership restructuring, or rapid hiring that's outpaced how the organisation operates.
The trigger is usually one of three things: the founder feels the company has outgrown how they've been running it, a senior hire isn't landing the way it should, or decisions that used to be fast are getting slow and nobody can explain exactly why.
We work across sectors. Our team has worked inside VC-backed tech companies, software services agencies scaling from 30 to 300, regulated industries navigating transformation, and family businesses professionalising their leadership. What connects the work is the transition, not the industry.
How we work with VCs and funds
We partner with funds in two ways.
Portfolio referral. You recommend us to a specific portfolio company facing an organizational challenge. We engage directly with the founder, run the diagnostic, and report back to you as agreed. Most of our investor relationships start here.
Portfolio-wide partnership. For funds that want organizational health built into their portfolio support function, we work as a standing resource available to portfolio companies at specific growth triggers. We can define those triggers together based on what you're seeing across your portfolio.
If you're seeing organizational growing pains across your portfolio, we should talk.
We'll share how we've worked with investor-backed companies through these transitions, and whether our approach fits what your portfolio needs.