Stratdel's private equity consulting gives sponsors and portfolio companies experienced operators who can step in quickly - before a deal, during the first 100 days, through the hold, or ahead of exit. We take ownership of the work behind the thesis and stay accountable for the result.
Stratdel's private equity consulting gives sponsors and portfolio companies experienced operators who can step in quickly - before a deal, during the first 100 days, through the hold, or ahead of exit. We take ownership of the work behind the thesis and stay accountable for the result.
Private equity moves quickly, and the operating work cannot wait for a consulting team to learn the business. Stratdel brings senior operators into the portfolio company, connects finance, operations, and technology, and drives private equity value creation against the deal model. The people leading the work stay close to it through exit.
Stratdel provides private equity consulting for sponsors and portfolio companies that need experienced leadership close to the work. We help test the thesis before close, build the first 100-day plan, lead the value-creation and operating work through the hold, and prepare the business for exit.
We are not a bank, broker, or research firm. Stratdel works as a flexible private equity operating partner: senior leadership that can step into a portfolio company, make decisions with management, and carry critical work from diligence through exit.
Test whether the target can deliver the thesis, and surface the operating and technology risks before close.
Connect a focused set of initiatives to EBITDA, cash, and enterprise value, with owners and tracking against the deal model.
Put an experienced fractional or interim CFO, COO, or CIO into the portfolio company when ownership is needed quickly.
Prepare Day 1, build the first 100-day plan, and lead add-on integration for buy-and-build strategies.
Improve margin, cost-to-serve, productivity, and operating discipline in ways that hold through the investment period.
Give the sponsor an executive-level view of systems, data, cyber exposure, and the cost of remediation or integration.
Build reliable forecasting, controls, and sponsor- and lender-ready reporting.
Prepare the financial, operational, systems, and reporting story to withstand diligence and protect value at exit.
Test whether the target can deliver the thesis, and surface the operating and technology risks before close.
Connect a focused set of initiatives to EBITDA, cash, and enterprise value, with owners and tracking against the deal model.
Put an experienced fractional or interim CFO, COO, or CIO into the portfolio company when ownership is needed quickly.
Prepare Day 1, build the first 100-day plan, and lead add-on integration for buy-and-build strategies.
Improve margin, cost-to-serve, productivity, and operating discipline in ways that hold through the investment period.
Give the sponsor an executive-level view of systems, data, cyber exposure, and the cost of remediation or integration.
Build reliable forecasting, controls, and sponsor- and lender-ready reporting.
Prepare the financial, operational, systems, and reporting story to withstand diligence and protect value at exit.
Growth priorities, commercial execution, and an accountable value-creation plan (Growth & Value Creation).
EBITDA, margin, cost-to-serve, productivity, and scalable operations (Performance Improvement & Operations & Scale).
Operational due diligence, Day 1 readiness, and post-close execution (Mergers, Acquisitions & Integration).
Quality-of-earnings support, sell-side readiness, and a cleaner handoff to the transaction team (Transaction & Exit Readiness).
A fractional or interim CFO, COO, or CIO in the seat when the portfolio company needs experience now (Fractional Executive Leadership).
Growth priorities, commercial execution, and an accountable value-creation plan (Growth & Value Creation).
EBITDA, margin, cost-to-serve, productivity, and scalable operations (Performance Improvement & Operations & Scale).
Operational due diligence, Day 1 readiness, and post-close execution (Mergers, Acquisitions & Integration).
Quality-of-earnings support, sell-side readiness, and a cleaner handoff to the transaction team (Transaction & Exit Readiness).
A fractional or interim CFO, COO, or CIO in the seat when the portfolio company needs experience now (Fractional Executive Leadership).
Operational due diligence tests whether the operating reality supports the thesis, price, and integration assumptions.
Day 1 readiness, a prioritized first 100-day plan, and senior leadership where the portfolio company needs it most.
Private equity value creation initiatives and operating improvements tracked against the deal model and hold-period milestones.
A diligence-ready business and a clearer, more defensible story for the value built during the hold.
Operational due diligence tests whether the operating reality supports the thesis, price, and integration assumptions.
Day 1 readiness, a prioritized first 100-day plan, and senior leadership where the portfolio company needs it most.
Private equity value creation initiatives and operating improvements tracked against the deal model and hold-period milestones.
A diligence-ready business and a clearer, more defensible story for the value built during the hold.
A practical view of whether the target can deliver the thesis, and what may be difficult or costly after close.
Prioritized post-close actions, owners, decisions, and measures that protect momentum and build value from Day 1.
A focused set of initiatives tied to EBITDA, cash, and enterprise value, with owners and tracking against the deal model.
An experienced CFO, COO, or CIO in the seat when the portfolio company needs senior ownership quickly.
A sequenced plan for margin, cost-to-serve, productivity, and operating discipline across the portfolio company.
A diligence-to-integration plan for buy-and-build and bolt-on acquisitions, with Day 1 and first 100-day priorities.
The financial, operational, systems, and reporting improvements needed to present a stronger, diligence-ready business at exit.
A practical view of whether the target can deliver the thesis, and what may be difficult or costly after close.
Prioritized post-close actions, owners, decisions, and measures that protect momentum and build value from Day 1.
A focused set of initiatives tied to EBITDA, cash, and enterprise value, with owners and tracking against the deal model.
An experienced CFO, COO, or CIO in the seat when the portfolio company needs senior ownership quickly.
A sequenced plan for margin, cost-to-serve, productivity, and operating discipline across the portfolio company.
A diligence-to-integration plan for buy-and-build and bolt-on acquisitions, with Day 1 and first 100-day priorities.
The financial, operational, systems, and reporting improvements needed to present a stronger, diligence-ready business at exit.
Private equity consulting often draws on several Stratdel capabilities at once - operational due diligence, leadership coverage, operating improvement, integration, and exit readiness - with the accountable lead chosen around the investment thesis.
Sponsors and management teams bring Stratdel in when the work is too important for senior attention to fade after kickoff. Their feedback reflects the value of direct involvement, candid decisions, and experienced operators who stay accountable as the plan moves into execution.
Stratdel's private equity consulting supports sponsors and portfolio companies across the investment lifecycle. We can lead operational due diligence before closing, cover a leadership gap, build and execute the first 100-day plan, improve performance during the hold, or prepare the business for exit.
The model is deliberately senior and practical. The operator framing the issue is the person working with management, making decisions, and staying accountable. Sponsors get finance, operations, and technology support through one relationship rather than several disconnected providers.
Stratdel can serve as a flexible private equity operating partner when a sponsor needs additional capacity or a specific executive discipline inside a portfolio company. We work alongside the sponsor and management team, with clear decision rights and responsibility for the agreed outcome.
That may mean extending a lean operating team, taking ownership of a portfolio-company priority, or putting a fractional or interim CFO, COO, or CIO into the business quickly. The engagement is scoped around the need rather than a standing bench or staffing model.
Operational due diligence tests whether the business behind the numbers can deliver the investment thesis. Stratdel looks at the operating model, customers, capacity, leadership, systems, data, cybersecurity, and the practical cost and difficulty of the changes the deal assumes.
The findings are designed to flow into Day 1, the 100-day plan, and integration if the deal closes. We complement the financial and quality-of-earnings providers rather than duplicating their work, so the sponsor gets one joined-up view of value, risk, and execution.
Private equity value creation becomes real when each initiative is tied to the deal model, assigned to an owner, and managed through a visible cadence. Stratdel connects pricing, cost-to-serve, growth, working capital, systems, and operating leverage to EBITDA, cash, and enterprise value.
We then stay in the work - resolving issues, supporting management, and tracking realized value against the plan. The goal is not a longer list of initiatives; it is a smaller set of priorities that management can execute and the sponsor can measure.
Yes. Stratdel can place an experienced fractional or interim CFO, COO, or CIO into a portfolio company when a vacancy, acquisition, refinancing, or performance issue creates an immediate need for senior ownership. The role can begin as focused coverage and expand as the priorities become clear.
Because the same team can also lead private equity value creation and operating improvement, the executive seat does not become isolated from the investment plan. Leadership coverage, reporting, and execution stay connected from the start.
Exit readiness starts well before the data room opens. Stratdel helps strengthen reporting, forecasting, controls, working-capital visibility, operating consistency, systems, and the earnings story so the company can withstand diligence and clearly demonstrate the value built during the hold.
The work is coordinated with the sponsor's bankers, accountants, lawyers, and quality-of-earnings team. We do not replace those advisors; we make sure the operating and financial reality is ready for the scrutiny they will help manage.
Management consultants often diagnose and recommend, while bankers and transaction advisors structure or support the deal. Stratdel's role is different: we put senior operators into the portfolio company and take responsibility for the operating work before and after closing.
We coordinate with the sponsor's existing advisors and remain focused on execution - operational due diligence, leadership, the first 100 days, integration, performance, and exit readiness. Stratdel is not a bank, broker, placement agent, or audit firm.
Stratdel is built for lower-middle-market and middle-market portfolio companies where the business has real complexity but may not have a full internal operating team. We are especially useful when the investment thesis depends on cross-functional execution across finance, operations, and technology.
That can include platform investments, add-ons, carve-outs, and founder-led businesses adapting to institutional ownership. Fit depends less on a strict revenue band than on whether senior operating leadership can materially improve the speed, confidence, and quality of execution.
A deal model sets the expectation. The hold period is where that expectation becomes value - or does not. Stratdel puts senior operators into the portfolio company to cover leadership, drive private equity value creation, and deliver the operating priorities the thesis depends on from diligence through exit.
Strategy creates direction. Execution creates outcomes.
Let's talk about the portfolio company, transaction, or value-creation priority in front of you. It is a conversation, not a commitment.
Headquartered in Houston, Stratdel works with growth-oriented and middle-market organizations across the United States.
Let’s have a conversation — no commitment. Tell us what needs to get done, and let’s talk about how Stratdel can step in, own execution, and deliver results.
