Post-Acquisition Execution

## Overview Closing a deal is just the beginning. The real challenge is turning due diligence findings and value creation plans into operational reality – often under time pressure, with new management, and across multiple portfolio companies. I provide hands-on technology leadership during the critical post-acquisition phase. ## What I Deliver - Operating model & governance – designing the technology organization structure, decision-making processes, and reporting lines that fit the new ownership context - KPI/OKR systems – establishing measurable engineering goals that connect to business outcomes and investor expectations - Budgeting & capacity planning – technology cost management and resource planning aligned with the value creation plan - Scalable hiring – building hiring processes that can recruit dozens of engineers while maintaining high selectivity - Board-level reporting – engineering health dashboards covering delivery KPIs, attrition, incident trends, and progress against the technology roadmap - Permanent leadership recruitment – finding and onboarding a permanent CTO or VP Engineering, with structured handover ## Track Record For a PE-backed financial information and brokerage group, I established scalable hiring processes and recruited 30+ engineers including a permanent CTO successor – with an 8.75% funnel-to-hire ratio demonstrating high selectivity. I halved the release cycle time from 30 to 14 days, introduced board-level engineering health reporting, and led group-wide technology budget and value creation planning.