Before the investment
Assess operating readiness, management capability, commercial execution and the capital needed to deliver the growth plan. Identify opportunities and risks that could change the investment thesis.
OUR EXPERTISE
Operational due diligence & value creation
Manufacturing due diligence and value creation for private equity funds, family offices, industrial holding companies and strategic buyers.
Private equity operating partner
Before an acquisition, the operating reality matters as much as the investment thesis. TTWCI examines factory capability, management depth and the capital required to turn a business plan into operating performance. After close, we translate the findings into a 100-day plan and a longer-term value creation agenda.
Where we focus
- Operational due diligence: quality, scrap, warranty, equipment condition and deferred maintenance
- Capacity, bottleneck, overall equipment effectiveness (OEE) and labor-dependency review
- Supplier concentration, continuity risk, inventory and working-capital analysis
- CapEx priorities, automation maturity and evidence-based ROI assessment
- Post-acquisition 100-day plans, margin improvement and exit-readiness support
Bring to the first discussion
Investment objectives, the operating model and available management evidence.
A decision you can use
Operational risks, capital needs and a sequenced value-creation plan.
Measure progress
Operating milestones, cash and margin assumptions, with benefits verified separately.
From recommendation to implementation.
The assessment creates an improvement action plan. The usual next phase is intensive on-site guidance and coaching to implement the agreed priorities, followed by quarterly visits, scorecard reviews and continued coaching. Scope and cadence are agreed around the business need.
See the assessment and implementation approach →Explore industry applications →View industry resources →From investment assessment to value realization.
Support venture-capital firms, private-equity investors, family offices and strategic buyers in understanding the operating potential behind an investment. The depth and measures of the assessment reflect the company’s stage and available evidence.
After acquisition or investment
Provide operating-partner advisory, management coaching, commercial execution support and a first-100-day action plan. Track milestones and verify improvements against the agreed baseline.
Prepare for an eventual sale
Help management document performance improvements, strengthen operating evidence and prepare the business for buyer diligence, working alongside the investor’s transaction advisors.
A transparent bridge to potential future value
Model how improvements may affect revenue capacity, margins, cash flow and working capital. Include implementation cost, ongoing expense, capital expenditure, timing and execution probability. Avoid counting the same benefit twice.
For an established business, scenarios may connect sustainable earnings to investor-selected valuation assumptions. For an early-stage company, focus on unit economics, operating milestones, funding needs and scenario-based cash flow rather than assuming a mature-company earnings multiple.
Separate enterprise value from equity value and reflect debt, cash and potential dilution where relevant. Scenarios support investment decisions; they are not a guaranteed future price or a formal independent valuation. Financial, legal and transaction specialists remain responsible for their respective work.
See the investor assessment example →We agree the business priority, site access, deliverables, responsibilities, timing and fee before work begins. Specialist technical work and follow-on support are scoped explicitly.