When value creation stalls, the problem is rarely the investment thesis.
A value creation plan is only as strong as the operating model behind it.
I step in with full accountability when fragmented systems compress margins and put exit multiples at risk.
✓ Post-merger integration and ERP consolidation
✓ Data-driven sales execution and governance structures
✓ Scalable platforms for buy-and-build strategies
Outcome: Predictable EBITDA. Stable margins. Exit-ready structures.
The Scaling Challenge
A value creation plan defines the targets, but operational scalability determines whether they are achieved. This structural lever is often underestimated: Scaling is not a growth issue. It is an operating model issue.
The Inflection Point
I build operational scalability.
I step in when growth or buy-and-build complexity outpaces the organization — and margins, transparency, and scalability begin to suffer.
I address structural operating model deficiencies and establish integrated governance and performance management structures.
Outcome: Predictable performance. Resilient structures. True scalability — enabling IRR-aligned and exit-ready growth.
Why Timing Matters?
Buy-and-build strategies rarely fail due to capital constraints. They fail due to a lack of operational scalability.
My approach turns structural tension into execution momentum — making transformation measurable and scalable.
The Mandate
Depending on the situation, I assume strategic, programmatic, or operational responsibility, with a clear focus on value creation realized in execution.
Strategic Structuring & Decision Discipline
Senior Advisor
I support private equity partners and executive teams in phases where scalability, integration, or performance fall short of expectations.
I sharpen growth and integration roadmaps, identify structural bottlenecks within the operating model, and establish robust decision frameworks.
2–5 days per month | 6–18 months | Parallel engagements possible
Accountability for integration and scaling programs
Transformation Lead
I assume full accountability for critical transformation and integration programs, from post-merger integration and ERP consolidation to operating model redesign.
I define the target operating model, governance structure, KPIs, and ownership and ensure disciplined execution in day-to-day operations.
3–4 days per week | 6–24 months | Dedicated
Operational Performance Accountability in Critical Phases
Interim Executive
I assume temporary executive leadership when performance, integration, or scalability are structurally at risk.
With full performance accountability, I stabilize operations, prioritize the critical value levers, and execute structural change with discipline and speed.
Full-time | 6–18 months | Exclusive
The Value Delivered
I ensure that value creation plans are realized in execution by removing structural bottlenecks in the operating model and translating growth into predictable performance.
Value for Private Equity Partners
An extended arm within the portfolio, independent, aligned, and rigorously value-focused.
I bridge the gap between the investment thesis and operational reality, assuming responsibility when scalability, integration, or governance fall behind plan.
- Predictable EBITDA through structurally anchored performance management
- Reduced integration and valuation risk in buy-and-build environments
- Transparent, investment committee–ready KPI logic instead of parallel Excel structures
- Execution certainty through operational accountability, not advisory oversight
Value for Portfolio CEOs
Structure and relief in phases of high complexity and performance pressure.
I bring clarity to priorities, establish resilient processes, and ensure that organizational capacity scales with growth, instead of draining energy and overloading leadership.
- Clear decision and accountability logic in day-to-day operations
- Stabilized reporting and performance structures
- Less operational friction, greater control within the PE environment
- An experienced sparring partner who shares responsibility and delivers alongside the team
The Approach
I combine CEO-level accountability, private equity logic, and operational execution in one role. I do not work on transformation programs, I work on economically measurable scalability, with a clear focus on leadership, structure, and performance.
1
Structure Drives Value
Value creation rarely fails because of strategy, it fails due to structural fractures in governance, decision logic, and systems architecture. I do not work on isolated initiatives; I work on economically measurable scalability across the entire operating model.
2
Investment Logic Meets Operational Reality
As a former CEO with full P&L responsibility and a sparring partner in private equity transformations, I bridge the investment thesis and day-to-day operations. I build structures that make performance predictable and repeatable, beyond the duration of my mandate. I assume mandate-level accountability, not project-level advisory.
I step in when structural scalability is at risk.
Not as a project advisor, but with full mandate accountability.
Thorsten Kies
Case Studies
Post-Merger Integration & SaaS Scalability
Role: CEO — Full P&L and integration accountability
Situation: Acquisition of an IoT start-up into an existing portfolio structure.
Fragmented systems, no unified KPI logic, and no scalable platform foundation to support accelerated growth.
Structural Intervention:
• Governance and organizational realignment
• Consolidation of system architecture into a unified platform
• Implementation of scalable, decision-grade KPI logic
Impact:
• 120 new customers acquired
• Revenue growth from €0.2m to €5m
• 25% EBITDA margin achieved
• Institutionalized, repeatable scalability embedded in the operating model
Integration of an AI Business Unit into a PE-Backed Company
Role: CEO — Executive leadership with full integration and performance accountability
Situation: An exploratory AI unit operated in isolation from the core business. No governance integration, no commercial linkage, and no embedded performance logic within the portfolio structure.
Structural Intervention:
• Full organizational integration into the core structure
• Harmonization of KPI and performance logic
• Commercial activation through structured sales integration
Impact:
• Order intake increased from €20m to €30m
• AI unit embedded into core performance steering
• Improved predictability and transparency in PE reporting
• Monetized innovation instead of isolated experimentation
The Engagement
Every mandate begins with clarity on the situation, the structural constraints, and the most value-creating next step.
01 — Initial Discussion
60-Minute · Complimentary
We discuss the current situation:
Where is growth slowing? Where is scalability constrained?
Where does valuation risk begin to emerge?
I provide an initial perspective, and we assess together whether a mandate makes sense.
No pitch. No sales process. Just clarity.
02 — Structural Diagnostic
2 Days · For PE portfolio companies with stalled integration or unclear scalability narrative
Day 1 — Structural Diagnostic
Structured executive interviews with 5–8 key decision-makers.
Identification of operational bottlenecks, systemic constraints, and unrealized value levers across the operating model.
Day 2 — Action Roadmap
A prioritized execution roadmap outlining three concrete measures ,each defined by clear KPIs, accountable ownership, and a realistic implementation horizon.
Outcome: A decision-grade foundation for action, not for further analysis, but for disciplined execution.
03 — Mandate
Depending on the specific mandate context
Senior Advisor
2–5 days per month · 6–18 months · Parallel engagements possible
Transformation Lead
3–4 days per week · 6–24 months · Dedicated
Interim Executive
Full-time · 6–18 months · Exclusive
Mandates typically start within two weeks of the initial discussion.
FAQ
When Is the Right Time for a Mandate?
A mandate is appropriate when scalability, integration, or performance structurally fall behind plan, regardless of holding phase or transaction status. What matters is not the timing within the investment cycle, but the structural resilience of the operating model.
How is this different from traditional transformation consulting?
I do not operate in a project- or tool-driven manner. I assume mandate-level responsibility for structural scalability, with full performance accountability and operational depth of intervention. Not recommendations, but execution embedded within the leadership system.
Do you replace the existing management?
No. I work with management, not against it. The objective is structural enablement and stabilization, not temporary override. In critical situations, I assume operational responsibility when speed and clarity are decisive.
Do you also work with operating partners or portfolio teams?
Yes. I complement operating partner models where structural intervention within the operating model is required. My focus is on operational execution, not portfolio monitoring.
How long does a mandate typically last?
Depending on the depth of intervention, mandates typically range from three to twelve months. The objective is not long-term presence, but structurally secured scalability.
Do you only work within buy-and-build strategies?
No. Buy-and-build is a frequent trigger of structural complexity. However, mandates arise wherever organizational growth outpaces the underlying systems and governance architecture.
How do you measure success?
Success is measured by predictable performance: stable margins, consistent KPI logic, functioning integration processes, and structurally secured scalability, reflected for example in orders per period or revenue per employee.
How does the engagement process work in practice?
A mandate begins with a structural assessment of scalability, conducted confidentially and focused on economic value levers. This results in a clear decision basis for the next steps..