We embed into portfolio companies to build and operationalize the revenue systems that drive enterprise value — the Salesforce, HubSpot, Gong, and integration layer behind pipeline visibility, forecasting, and exit readiness inside the hold period. We operate, we do not just advise.
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Financial Services Accredited Partner, and a Salesforce Consulting Partner since 2017.
A team of operators, strategists, and architects that embed directly into portcos to build scalable revenue infrastructure. Pipeline visibility, forecasting, attribution, and CRM standardization done by people who have done it before, not consultants handing over strategy decks.
Specialized GTM teams focused on full-funnel demand, sales, retention, and expansion velocity. We install proven plays to modernize revenue motions and unlock measurable commercial impact in the first 90 days of deployment.
Repeatable Salesforce and HubSpot rollout patterns that scale across multiple assets, with standardized dashboards, RevTech frameworks, and playbooks that compound value over the hold period.
Implement and integrate the conversation intelligence, lead routing, and pipeline visibility tools that drive forecasting accuracy and win rates. See our dedicated Gong and Chili Piper practices for detail.
Standardized KPIs, live forecasting dashboards, and CRM data built for board reporting and exit diligence. Connect HubSpot, Salesforce, Gong, and Clay across assets for unified portfolio visibility.
Post-close operating-model work that actually gets implemented. Pipeline rebuilds, CRM consolidations, segment redefinitions, and territory restructures shipped inside the hold-period clock.
The technology and process challenges that come up in nearly every engagement we run in this industry.
Growth plateaus a few quarters after close. Leadership cannot tell whether the constraint is people, process, pipeline, or systems, and decks keep showing the same hockey stick that does not arrive.
CROs cannot see what is real in the pipeline, when it will close, or why deals are won and lost. That blocks data-backed value creation and surfaces ugly surprises in board reporting.
Sales, marketing, IT, product, finance, and CS operate in silos. Scalability suffers, and the operating model that delivered the LOI does not survive contact with the post-close org chart.
Poorly integrated and architected systems across multiple portcos create data debt, slow integrations during roll-ups, and prevent fund-level reporting. Every new acquisition introduces another snowflake.
Vertical SaaS roll-ups inherit three or four CRMs, two ERPs, and a half-dozen marketing automation platforms. Without a source-of-truth strategy, board reporting becomes spreadsheet archaeology.
Low visibility, weak reporting, and inconsistent execution stall exit timelines. Diligence drags on, valuation suffers, and the sponsor either accepts a lower multiple or extends the hold.
Compliance is not a separate workstream, it is embedded in every workflow we deliver. The major frameworks we work within:
CRM and revenue infrastructure built with the audit trails and access controls that mature buyers and SOC 2 auditors expect.
Revenue recognition, ARR calculation, churn definition, and pipeline reporting that survives QoE scrutiny in a sale process.
GDPR, CCPA, and customer data residency considerations baked into CRM and marketing automation rollouts from day one.
Repeatable patterns for integrating acquired companies CRM, marketing, and customer data into the platform portco, without breaking compliance commitments.
Each category represents a deep specialization with dedicated playbooks, accelerators, and experienced consultants.
Embed a team of seasoned operators into a portco to build scalable revenue infrastructure across strategy, process, organization, reporting, and technology.
Full-funnel demand, sales, retention, and expansion velocity work, installed by GTM engineers, not advised by consultants.
Standardized CRM rollouts across multiple portcos, with repeatable patterns for data architecture, pipeline modeling, and integration.
Implement, integrate, and operationalize Gong, Chili Piper, Clay, DealHub, Demandbase, Crossbeam, and the rest of the modern revenue tech stack.
KPI standardization, historical data reconstruction, board-ready dashboards, and the reporting layer that strategic and financial buyers expect in diligence.
Connected dashboards and KPI frameworks that give value creation teams unified visibility across the portfolio.
From short diagnostics to fractional leadership, every engagement model is designed around the client's stage and needs.
Post-close embedded engagement to install pipeline visibility, forecasting infrastructure, and CRM standardization in the first 100 days of ownership.
A team of operators, architects, and engineers embedded into the portco for the duration of the value-creation roadmap, typically 6-18 months.
Standardized RevOps and revenue tech rollouts across multiple assets in the same fund, with compounding leverage as the playbook matures.
Pre-sale data infrastructure and reporting projects sized to the diligence timeline. Typically 8-16 weeks.
The Salesforce products and services we use most with private equity clients. Salesforce consulting overview →
Consultant-level analysis from the consultants delivering the work.
How PE firms use Salesforce for deal sourcing, banker coverage and fundraising, and how operating partners standardize CRM, KPIs and reporting across portfolio companies without forcing one org.
Read the full post →A broker-dealer with 140+ associated persons used custom objects and automation to track both sides of capital-raising deals inside Salesforce.
Implementation, integration, configuration, and managed services across the full Salesforce platform, from Sales and Service Cloud to Agentforce and Data Cloud.
Learn more →As a Gong services partner, we implement, integrate, and optimize Gong so revenue teams actually adopt it.
Learn more →Strategy and production AI, from use-case selection and governance to deployed agents on the platforms you already run.
Learn more →The systems, data, and rituals that make sales, marketing, and customer success operate as one revenue engine.
Learn more →Salesforce serves two different jobs in private equity, and we scope them separately. At the fund level, Financial Services Cloud or a tailored Sales Cloud org tracks deal flow, intermediaries, investor relationships and fundraising. At the portfolio level, each operating company needs a revenue system its own leadership will run. Mixing both in one design usually leaves each underserved, so we decide early which data rolls up to the sponsor and which stays with the portco.
Not necessarily, but every portfolio company should report the same way. Forcing a HubSpot portco onto Salesforce mid-hold can cost more momentum than it saves. What matters more is a shared definition of pipeline stages, bookings and churn, plus a reporting layer that pulls comparable numbers from each asset. Where consolidation does make sense, such as a platform company absorbing add-ons, we plan the migration around the acquisition sequence rather than the calendar.
The most practical use is shortening the gap between data existing and someone acting on it. Agents grounded in CRM data can summarize pipeline movement before a board meeting, flag deals missing close criteria, or draft an operating-partner update from live numbers. We build these with Claude or Agentforce behind clear permissions, so the agent reads widely but writes only where a person has approved it. Clean underlying data is the prerequisite, not an afterthought.
Access control is usually the first design question, because deal teams, investors and portfolio executives should not see the same records. Firms registered as broker-dealers also carry FINRA and SEC recordkeeping and supervision expectations the CRM needs to support. A broker-dealer with 140+ associated persons that we worked with tracks companies raising capital and the investors funding them in custom objects, including waterfall commission splits. Your compliance team should confirm the specific obligations.
A Salesforce Health Check reviews your org and gives you a ranked list of what to fix first, with effort estimates. It is the right starting point before an optimization project, a new cloud or an AI initiative.
Which U.S. metros depend most on this industry? See the ranking in our U.S. Salesforce market report, built from Census and BEA data.
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