Portfolio Company Audit

Find out why the company is not moving

A diagnostic on a portfolio company that has stalled. What is slowing it, what it costs, and a ranked, costed plan to fix it, measured against the value-creation thesis.

Led by an operator who has founded six companies, exited two, acquired 40+ businesses, and advised over 500 since 2010.

A stalled hold is expensive, and the reasons are rarely obvious

A portfolio company that is not hitting the plan burns two things at once: the return, and the time left in the hold. Every quarter that goes sideways is a quarter you do not get back, and the reasons are rarely the ones in the board deck.

Management is close to the problem and invested in a particular explanation. The real constraint is often somewhere else entirely: a data model that cannot support the reporting, a revenue engine that only works with the founder in the room, technical debt that makes every change slow, or an operating model that quietly caps growth.

Before you commit more capital or more management attention, it is worth an independent, code-and-numbers read on what is actually holding the company back, ranked by what it is costing you in enterprise value.

When to run an audit

A clear read before you commit capital or management time to the next move.

What the audit covers

• Technology and data. The platform, the technical debt, the security exposure, and the data model the business actually runs on.
• Revenue and RevOps. Pipeline, pricing, and the operating model behind them, tested against the value-creation thesis.
• The operating model. How work gets done, where it breaks, and whether the roadmap and team can carry the plan.
• People and key-person risk. Where too much of the outcome sits with one person, and what the plan actually needs.
• A costed intervention set. Every finding ranked by impact on EBITDA, each with an estimate, so the plan is grounded in numbers rather than instinct.

How the audit runs

An outside read, from someone who has run the play

Management cannot easily diagnose the constraint they are living inside, and they are rarely incentivised to. An outside read from an operator who has built, scaled, and exited companies sees the pattern faster, and is willing to name it.

The output is not a strategy deck. It is a ranked, costed list of what to fix and in what order, tied to the number the sponsor cares about, so the next dollar of capital and the next month of management time go to the intervention that moves enterprise value the most.

The audit is run by an operator who has acquired more than 40 businesses and advised over 500 companies. This is a diagnosis from someone who has sat where the sponsor sits and owned the outcome.

Advisory, not implementation

This engagement carries no obligation to buy the build. Growth Shuttle advises. DevriX builds. They are separate businesses.

That separation is the safeguard. If the advice existed to sell an implementation, it would be worthless to the sponsor reading it. Here the only incentive is to be right. You can take the advisor alone, the builders alone, or both.

Who runs the audit

The work is led by Mario Peshev, a value creation advisor to private equity firms and an active operator. He has founded six companies, exited two, acquired and integrated more than 40 businesses and digital properties, and advised over 500 companies since 2010. He is also the founder of DevriX, a 40-person firm that builds technology, data, and revenue systems, with $1.45B in GMV under management, and he angel-invests in early-stage founders. Two decades in and around engineering organisations means the diagnosis is grounded in operating reality, not a framework. Advisory and training work spans VMware, SAP, CERN, and Saudi Aramco, with coverage in Forbes, BBC, Inc, and Entrepreneur.

Questions sponsors ask

Growth Shuttle is the advisory practice of Mario Peshev, founder of DevriX. Advisory and implementation are separate businesses.