Technology Leadership for PE-Backed Companies
Aligning engineering velocity with business value, from acquisition to exit.
Portfolio companies face technology pressure that is unlike any other environment. You need rapid velocity improvements without destabilizing operations. You need a technology leader who understands the PE model, speaks the language of operating partners, and can deliver results that show up on the EBITDA line - not just the sprint board.
I have partnered with PE advisors and operating partners to transform platform architectures, restructure engineering teams, reduce technical debt, and build AI readiness into portfolio companies at every stage of the hold period. I operate under board scrutiny and deliver results that compound into measurable business impact.
What PE Operating Partners Are Solving
Post-Acquisition Assessment
The first 90 days are critical. You need a clear picture of technical debt, team capability, platform risk, and modernization cost before you commit capital and build the value creation plan.
Platform Velocity
Engineering teams that cannot ship fast cannot grow the business. I identify the blockers, restructure delivery, and implement AI-native workflows that accelerate output without adding headcount.
Exit Readiness
Buyers apply heavy technical scrutiny at exit. Platforms must be scalable, documented, and defensible. I prepare engineering organizations and platforms for the technical due diligence process.
What I Deliver for PE Portfolios
Post-Acquisition Technology Assessment
Within the first 30-60 days I deliver a clear assessment of platform architecture, technical debt, team capability, security posture, and the roadmap and cost to get to a PE-grade platform. Actionable findings with prioritized recommendations.
- Architecture and scalability review
- Security and compliance posture
- Engineering team capability and structure analysis
- Technical debt quantification and prioritization
- Build vs. buy analysis for key platform components
Engineering Velocity and Value Creation
I lead initiatives that directly connect engineering output to business value. Every change I drive is tied to a metric that matters to the board, not to the engineering team's sprint velocity.
- 40% faster deployments through CI/CD optimization and AI quality gates
- Restructure team workflows to align delivery with product strategy
- Embed AI tooling reducing developer toil by up to 55%
- Implement DORA metrics so velocity improvements are measurable and reportable
Legacy Platform Modernization
Many PE acquisitions come with legacy platforms that cap growth. I lead phased modernization programs that reduce risk, improve reliability, and prepare the platform for scale without disrupting ongoing operations.
- Monolith-to-microservices transformation where justified by business value
- Cloud migration to AWS, Azure, or GCP
- Technical debt reduction with clear ROI framing for operating partners
- Infrastructure cost optimization driving direct EBITDA improvement
AI Readiness and Platform Valuation
AI readiness is increasingly a factor in platform valuation at exit. I build the agentic AI capabilities, governance frameworks, and operational infrastructure that demonstrate genuine AI maturity to sophisticated buyers.
- Production agentic AI deployment with measurable outcomes
- AI governance and FinOps frameworks buyers can audit
- Platform positioned as AI-native in exit materials and due diligence packages
How PE Engagements Are Structured
Assess
Deep dive into platform, team, and technology. Deliver findings with prioritized recommendations and cost estimates.
Align
Build the technology roadmap aligned to the value creation plan. Identify quick wins that demonstrate velocity improvement early.
Execute
Hands-on leadership driving the roadmap. Weekly reporting to operating partners. Metrics tracked against value creation plan milestones.
Prepare
Platform documentation, architecture diagrams, team structure review, and technical narrative for the diligence process.
Why PE Operating Partners Work With Me
I understand the PE model. I measure success in outcomes that move the business, not engineering rituals. I communicate in the language of operating partners: EBITDA impact, risk reduction, scalability for add-ons, and exit readiness.
Board-Level Communication
Reports designed for operating partners and boards, not engineering teams. Business outcomes first, technical context second.
Full Accountability
Every initiative tied to a measurable business outcome. No ambiguity about what success looks like or how it will be measured.
Speed to Insight
I have led post-acquisition assessments and delivered actionable roadmaps within 30 days. Time is a resource in PE environments.
Let's Talk About Your Portfolio
Whether you need a post-acquisition assessment, fractional CTO leadership, or ongoing technology advisory, I bring PE-specific experience and a track record of measurable results.