Portfolio company CEOs and CFOs
Management teams are asked to hit an operating plan they did not write, on top of everything else. BML puts senior operators inside the work so the plan moves without stalling the business.
The pressure
01
Value levers need baselines, owners and realised numbers, not a narrative.
02
Small senior teams add capability, not another layer to manage.
03
ERP, data and platform decisions decide whether the plan is deliverable at all.
Where we work in the lifecycle
How does the investment thesis become operating performance?
Can the value be evidenced and defended?
Proof
>£5m p.a.
Operational efficiencies unlocked
Park Holidays
Operating and technology redesign across the estate. Process, technology and organisation levers worked through to realised effect.
Key outcomes
£100m
New contracts attributed to Avail
Saint-Gobain / Jewson
Commercial capability built into the separated business. Value levers identified, built and handed to owners inside the business.
Key outcomes
3%
EBITDA released
PE-backed healthcare platform
Reference on requestSponsor-backed platform with an operating thesis to prove. Value levers identified, sequenced and delivered with the management team.
Key outcomes
BML/OS underneath the work
One operating spine for the plan: levers, owners, delivery and reporting in one place, shared with the sponsor.
One record
Every engagement runs on the same operating system, so the evidence exists before anyone asks for it.
Bring us a live situation.
