PE Operator: Ops leader → COO in a portfolio company

The Situation: Our client had spent 15 years climbing the operations ladder at a Fortune 500 industrial company, most recently as SVP of Global Operations overseeing $2.1B in spend across 12 manufacturing facilities. When their company announced a major restructuring, they saw an opportunity to make a long-desired move into private equity operations. Despite strong credentials and an MBA from a top program, the client struggled to break into PE operating roles. After 6 months of networking and applications, they had secured only 2 interviews—both ending after the first round. Feedback from a PE associate at a networking event was blunt: "Your resume reads like a corporate lifer. We need operators who can move fast and create value in 3-5 years, not manage existing processes." The Diagnosis: Our Market-Fit Gap Assessment uncovered a fundamental positioning problem: 1. Value Creation Invisibility: The resume documented responsibilities but failed to quantify value creation in terms PE firms care about—EBITDA impact, margin improvement, and timeline to results 2. Speed Perception: Language choices suggested steady-state management rather than transformation capability 3. Network Positioning: LinkedIn connections were 95% corporate; no visible relationship with PE ecosystem 4. Missing Playbook: No articulated framework for how they would approach the first 100 days at a portfolio company Critically, the client had actually led two major turnarounds within their company—but these were described as "process improvement initiatives" rather than the PE-resonant "operational transformation with measurable value creation." The Intervention: We rebuilt the client positioning around "Portfolio-Ready Operations Leadership": • Reconstructed each accomplishment using PE language: "Led operational turnaround generating $47M in EBITDA improvement within 18 months through strategic sourcing, footprint optimization, and working capital reduction" • Developed a "100-Day Value Creation Playbook" one-pager demonstrating how the client would approach a new portfolio company assignment • Created targeted LinkedIn content strategy positioning the client as a thought leader on operational value creation • Facilitated strategic introductions to 3 operating partners at mid-market PE firms through our network • Prepared for PE-specific interview formats including case-based operational assessments The Outcome: The transformation yielded rapid results: • Within 30 days: 4 conversations with PE operating partners • 60 days: 2 formal interview processes with portfolio companies • 90 days: Accepted COO role at a $180M revenue industrial services company backed by a top-50 PE firm Compensation structure: • Base salary: 15% above previous role • Annual bonus target: 50% (vs. 30% in corporate role) • Equity co-investment opportunity in the portfolio company The Operating Partner who facilitated the hire commented: "What stood out was the clear framework for value creation. Most corporate operators talk about what they managed. This candidate showed exactly how they would create measurable value in our specific investment thesis."