For PE-backed portfolio companies
Build more valuable portfolio operations.
Daloy helps your portfolio companies expand margin without adding headcount, get off founder dependency, and turn practical AI into shipped results, scoped to deliver inside the hold period.
Built for operating partners and value-creation teams. Start with a free intro call. If there is a fit, we scope a paid review of one portfolio company.
Sound familiar?
When value creation stalls on operations.
The thesis was clear. But the operating reality inside the portfolio company keeps getting in the way. You see it when:
- The operating partner asks for numbers the portfolio company can't pull cleanly
- Every add-on acquisition runs on its own systems, so nothing rolls up
- The founder or GM is still the single point of failure for how work gets done
- Reporting is assembled by hand each month instead of coming out of the system
- AI is on everyone's roadmap but nothing has actually shipped to the floor
That's not a talent problem. It's an operations problem, and it's fixable inside the hold period.
WHERE DOES YOUR BUSINESS STAND?
Take the Flow Check
A free 5-minute self-check that scores how much of your business runs on you, and shows you the one thing to fix first. No call required.
Start the Flow CheckOperational due diligence checklist
Pressure-test the operating case before close.
Use the seven-part private equity operational due diligence checklist to test management capacity, workflows, systems, and post-close readiness.
The math
What is operational upside worth at exit?
A few points of operating margin, recovered from coordination, reporting, and AI on repetitive work, compound over the hold and get multiplied at exit. Model the enterprise value a tighter operation could create in one portfolio company.
Where the value gets created
Operational upside the deal team can underwrite.
EBITDA without headcount
Absorb coordination and back-office work with systems and AI instead of the next round of hires, so margin expands without growing the org chart.
Founder de-risking
Move the business off the founder's head and into documented, owned systems, so value isn't tied to one person staying.
Integration that holds
Standardize how add-ons operate and report so each acquisition rolls into one consistent way of working instead of a new silo.
Reporting that runs itself
Get the operating metrics the deal team needs out of the system on a rhythm, not rebuilt by hand the week before the board meeting.
Practical AI, actually shipped
Put AI on the repetitive, high-volume work where it pays off, scoped to deliver a return inside the hold period, not a science project.
Exit-ready operations
Make the operation legible and durable before a sale or recap, so it holds up when the next investor looks under the hood.
Exit readiness guide
What to document before a buyer starts asking.
Start with the operating records that show how decisions, exceptions, and critical work move without the founder reconstructing the business from memory.
How Daloy works
See it. Fix it. Own it.
Every engagement moves through the same three stages, run alongside your value-creation team so you always know where you are and what comes next.
See it
A paid Daloy Operations Review of the portfolio company, run with the deal team and the operators. We map margin leakage, management capacity, founder dependency, operating inconsistency, reporting gaps, integration friction, and scaling constraints, then define what should be fixed first.
Fix it
Fixed-scope projects that unblock how work moves, standardize how it gets done across sites and add-ons, and put AI on the repetitive parts. Priced up front and scoped to deliver a clear return inside the hold period.
Own it
We stay embedded through rollout, then hand over the keys. The portfolio company's team is trained to run and extend everything we build. The playbook and the system are theirs, and they hold without us in the room or a permanent line item.
Illustrative scenarios
What this can look like in a portfolio company.
Illustrative scenarios, not client results. Each describes a type of operating problem and how Daloy would approach it.
Founder-dependent functions.
A portfolio company's founder still carries operations, finance, and decision support. The work maps those functions, assigns owners, and adds automation where repeatable work can move without adding headcount.
Distributed teams, one way of working.
Teams across product lines or add-ons operate differently and depend on one person. The work sets standard workflows, role ownership, and an accountability rhythm across the company.
A manual, high-volume process.
A core process runs by hand, with inconsistent quality and no room to scale. The work integrates a practical AI step with review points and a named owner, and measures it before rollout.
Start here
Start with a short conversation. Move forward with a clear scope.
The intro call is free. If there is a fit, the next step is a paid Daloy Operations Review focused on where margin, management capacity, operating consistency, reporting, integration, and enterprise value are being constrained by the operating model.