Case Study

PE‑backed growth and value creation (7.5 years)

Context
A PE‑owned global software and systems engineering business operating across mobile, automotive, consumer electronics, and industrial sectors.

Situation
At the start of my involvement, the company had a fragmented operational setup, limited growth concentrated in a single segment, and lacked a coherent end‑to‑end operating model to support value creation at scale.

My role
Initially brought in as a senior operator and subsequently as COO, I became a core member of the executive team, working closely with the PE owners across multiple phases of the journey.

Core challenge
The underlying issue was structural: fragmented functions, insufficient market focus, and operating models that were not aligned to customer demand or scalable growth objectives.

What I did

• Rebuilt sales focus and market prioritisation, leading to my area accounting for ~45% of company revenue

• Designed and implemented an end‑to‑end operational management capability

• Established a dedicated Automotive business unit aligned to market demand

• Led execution across successive functional resets, from sales through delivery and cost structures

• Played a key role in the integration with a sister company and ultimate exit to Harman International

Outcome
The business achieved significant revenue growth, materially improved equity value, and completed a successful PE exit.

Why this case matters
This case illustrates my approach to end‑to‑end value creation in a PE context, spanning growth, operating model redesign, and execution through to exit.