Four steps for replicating a winning formula from a single investment across other portfolio companies for economies of scale and operational efficiencies.

PE influencers don’t always see eye to eye, but there is consensus from experts like Stephen Pauls, Lee McCabe, and Marc Bielitza that operational depth is the future of private equity. In fact, Pauls recently wrote in the Financial Times that higher interest rates have eroded the role of financial engineering in the traditional buyout model, citing a 2024 McKinsey study of 100+ PE funds whose operational value-adds saw average internal rates of return that were 2–3 percentage points higher than their peers.

As strategic operational changes become a dominant force for driving profitability, asset value, and higher returns for investors, leading PE firms are shifting away from lengthy planning processes toward experimentation with quick, easy wins that can be leveraged across the portfolio.

To help PE firms rapidly implement and scale fast results, IT and operations teams increasingly lean on “playbooks” of repeatable processes that make operational improvements scalable across portfolio companies. Below, we list four key steps for building playbooks that replicate sustained value creation and operational excellence across multiple investments, delivering more consistent, repeatable, and measurable results. In each, it’s important to consider the technologies that will become key pillars to operational excellence, such as data analytics and predictive analytics, process automation, generative AI (GenAI), and large language models (LLMs).

Where to Begin? Four Steps Toward Repeatable Process ‘Playbooks’

Assembly of a Central Operating Team

To improve value creation across portfolios and operations, step one is the assembly of a central operating team that is highly skilled in cross-portfolio initiatives and in assessing risk and opportunity. It should include operating partners, external advisors, and specialists with deep technological or operational expertise in the aforementioned pillars, as well as in specialized software for finance, ERP, talent and human capital management, marketing, and cybersecurity.

To align the interests of the portfolio company’s leadership with the PE firm’s objectives, specialized operating partners should collaborate on operational strategy with investment teams – starting with due diligence and carrying through to exit. Together, they can make sure “playbooks” improve the valuation and market appeal of portfolio companies.

Analysis and Identification

Step two is the analysis and identification of the best-performing portfolio companies, those in which operational improvements generated significant investor returns. Usually, a combination of AI and machine learning, predictive analytics, business intelligence tools, and specialized portfolio management software helps identify the categories of operational improvement that will drive the most significant investor returns, such as:

• Process Optimization: Streamline day-to-day operations to boost efficiency.
• Value Creation: Maximize profitability and growth.
• Supply Chain: Enhance logistics and sourcing.
• Risk Management: Control and mitigate operational risks.
• Talent Management: Align employee capabilities with strategic goals.
• M&A and Due Diligence: Improve integration and assess new opportunities.
• Exit Readiness: Plan for a successful exit from the outset.
• Finance: Optimize financial reporting and controls.

In this stage, a strategic roadmap should be developed for the entire private equity portfolio, looking at each portfolio company’s current state and desired future state across the identified operational improvement categories. Constantly look for best practices and operational efficiencies that can be scaled across all investments, working toward a more unified and optimized PE portfolio.

Here, AI will shine as an enabler, analyzing massive datasets to identify the patterns that matter to success in financial and operational data, delivering portfolio-wide insights on top of which PE firms can standardize across their investments.

Qualitative Assessment and Quantitative Performance Analysis

Step three involves qualitative assessment and quantitative performance analysis of the repeatable processes and key drivers of success, as well as an analysis of how they fit into the larger investment thesis. Some areas of important operational improvements would be:

• Cost optimization: Leveraging consolidated spending and vendor agreements across the portfolio
• Technology integration: Using technology and automation to streamline workflows and reduce errors
• Financial management: Standardizing reporting and accounting practices to improve transparency and efficiency
• Talent management: Creating repeatable processes for talent acquisition, training, and retaining employees
• Culture of continuous improvement: Minimizing waste and maximizing efficiency using data analytics, process mining, automation, and collaboration platforms to identify root causes of inefficiencies and to establish KPIs and metrics that matter most, such as time savings, enhanced accuracy, and cost reductions.

Increasingly, AI-driven portfolio monitoring platforms, BI tools, and financial modeling help assess each of the above bullet points, creating a more complete picture of a portfolio company’s health and potential. Essential is quantitative data that depicts “what” is happening and qualitative data that reveals the “why” and “how,” so that inefficiencies can be replaced with effective, scalable solutions. In other words, AI-driven market research of a company’s market position, management team, and competitive advantages is balanced with a more “numerical” picture of an investment’s health through the eyes of portfolio monitoring software and visualizations of advanced data analytics.

Codifying Best Practices

Value-creation plans designed in fewer than 100 days post-acquisition accelerate returns by rapidly identifying and implementing “quick wins,” making for a more successful and profitable holding period. This is why step four should focus on high-volume, low-complexity tasks around which customizable components can be created to reduce guesswork for management teams. AI will be an increasingly powerful force in this stage, helping to automate repetitive processes so that investment professionals can focus on high-value activities like relationship-building and strategic analysis. Some areas in which AI-driven automation and tools will expedite quick wins include:

• Documented processes, procedures, and implementation guides, complete with checklists and templates
• Interchangeable modules for different functions (e.g., finance, IT, HR, customer service), allowing for customization around different companies and sectors
• A tech stack, or a standardized set of technologies and software, for managing and tracking improvements across the portfolio
• A dedicated operating partner who would oversee the implementation of the playbook across the portfolio—facilitating communication, expertise, and accountability, as well as a feedback loop for continuous improvement

With each of these four steps, the PE value-creation playbook begins to take shape, with AI-enabled technologies and related operational improvements driving rapid and sustainable gains in EBITDA and terminal valuation (with improvements to operations, cost structures, revenue generation, risk management, and decision-making).

If you have questions about how to customize these steps as part of a comprehensive strategy to identify and implement technological and operational quick wins for long-term growth and successful exits, please reach out. For more information or to schedule some time with an advisor on this topic, please contact REEA Global at info@reeaglobal.com.