Operational Leadership for PE-Backed Software and Technology Companies
When value creation is at risk
The investment thesis is clear. The operational reality does not keep up.
Integration is running, activity is high, but forecasts are losing reliability, responsibilities are blurring, and the contribution to results is lagging behind the plan.
Thus, operational friction gradually becomes a risk for value creation and exit.
Delay has a multiple.
Example calculation: For a company with €100 million in revenue and a valuation of 8x EBITDA, an integration delayed by six months can, depending on the synergy profile, cost 2–4 percentage points of EBITDA margin. This would correspond to approximately €2–4 million EBITDA or €16–32 million in potentially lost enterprise value.
The risk does not arise from a single wrong decision. It arises when operational friction remains invisible for a long time and only becomes apparent when the damage has already occurred. Therefore, the key is not more activity, but the targeted reduction of execution risk.
The Scaling Challenge
What's really behind it.
What looks like poor implementation is, in most cases, not a CEO problem, but a structural problem that grows with every additional acquisition.
The Situation
These dynamics lead to concrete situations, each with its own urgency, its own logic, and its own need for action.
The Case Studies
Post-Merger-Integration & SaaS Scaling
SITUATION
PE investment after acquisition of an IoT start-up. Separate systems, no uniform KPI logic, lack of governance – business case jeopardized.
INTERVENTION
CEO responsibility with full P&L and integration responsibility. Governance realigned, system architecture consolidated, scalable KPI logic established.RESULT
• 120 new customers• Revenue from €0.2 million to €5 million
• 25% EBITDA margin
• Reproducible scalability
WHAT REMAINED AFTERWARD
A platform structure that supports further acquisitions without renewed integration effort. Reproducible scalability, not person-dependent.
ROLE
Interim CEO · P&L and integration responsibility
AI unit integration into PE-led company
SITUATION
Exploratory AI unit isolated from core business. No governance integration, no sales connection - innovation without economic effect.
INTERVENTION
CEO responsibility with integration and results responsibility. AI unit integrated into overall organization, KPI logic harmonized, sales activation anchored.RESULT
• Order intake €20 → €30 million• Integration into core control
• Improved predictability in PE reporting
• Monetized innovation instead of innovation island
WHAT REMAINED AFTERWARDS
Monetized innovation instead of innovation island. Today, the AI unit is an essential element of the service offering and thus contributes measurably to order intake.
ROLE
Interim CEO · P&L and results responsibility
The Roles
Depending on the situation, I assume strategic, programmatic, or operational responsibility, with a clear focus on operationally realized value creation.
For Whom
I work exclusively with PE-led software and technology companies in various roles, but always with the same logic: operational responsibility instead of project support.
The Approach
I combine CEO responsibility, private equity logic, and operational implementation in one person.
I don't work on transformation programs. I work on economically measurable scalability, with a focus on leadership, structure, and performance. The difference from classic consulting is not the method. It's the question of who takes operational responsibility for results.
WHAT YOU DON'T GET
WHAT YOU GET
In the initial consultation, I will tell you if I am not the right person.
That saves us both time.
Who's Behind It
I combine CEO responsibility, private equity logic, and operational implementation in one person.I don't work on transformation programs, but on economically measurable scalability, with a focus on leadership, structure, and performance.
Thorsten Kies
I take on operational leadership and implementation responsibility in PE-led tech situations when value creation is at risk of failing due to leadership, control or implementation deficits.
12 years
CEO/GM with P&L responsibility in PE-led company
6 countries
International subsidiaries managed directly
In the initial consultation, I will tell you if I am not the right person.
That saves us both time.
The Value Levers
I deal with these topics with operational depth, not as a consultant, but with responsibility for the result.
The Mandate
Every mandate begins with clarity about the situation, the structural bottlenecks and the most sensible next step.
03 — Structural Diagnostic
Structured interviews with 5-8 decision-makers. Identification of operational bottlenecks and untapped value levers. Prioritized implementation plan with KPIs, responsibilities, and a realistic timeframe.
2 days · For PE investments with stalled integration or an unclear growth story
What Others Say
Voices from cooperation – from the network, not from mandates.
"He combines strategic thinking with a pragmatic, implementation-driven approach – with a strong focus on results."
Managing Director
Software company
"Thorsten Kies is characterized by exemplary leadership and a strong solution, results, and customer orientation."
Managing Partner
Transformation Consulting
"For Thorsten, the customer is always at the center. It's not just about good ideas - it's about concrete results."
CFO
Technology company
FAQ
When is the right time for a mandate?
A mandate makes sense if scaling, integration, or performance structurally lag behind plan, regardless of holding period or transaction status. What is crucial is not the point in the investment cycle, but the structural viability of the operating model.
What is the difference to classic transformation consulting?
I don't work on a project or tool-driven basis. I take on mandate responsibility for structural scalability with outcome responsibility and operational intervention depth. Not recommendations, but implementation within the management system.
Are you replacing the existing management?
No. I work with management, not against it. The goal is structural empowerment and stabilization, not temporary oversteering. In critical situations, I take operational responsibility when speed and clarity are crucial.
Do you also work with operating partners or portfolio teams?
Yes. I complement operating partner models where structural interventions in the operating model are required. My focus is on operational implementation – not on portfolio monitoring.
How long does a mandate typically last?
Depending on the depth of intervention, between three and twelve months. The goal is not permanent presence, but structurally secured scalability.
Do you only work within the framework of buy-and-build strategies?
No. Buy-and-build is a common trigger of structural complexity. However, mandates arise wherever growth occurs organizationally faster than the underlying system 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. E.g., orders per time or revenue per employee.
How exactly does the onboarding process work?
A mandate begins with a structural assessment of scalability, confidential and focused on economic value levers. This provides a clear basis for decision-making for further action.
Who do you not work for?
I do not work with companies without a PE background, not in early startup phases, and not where management does not want an external partner.
What does a mandate cost?
Every engagement begins with a free initial consultation. The diagnostic workshop has a fixed daily rate. Ongoing mandates are agreed upon as a monthly retainer – depending on the model, between Senior Operating Advisor and Interim CEO
