Challenge. Actions. Impact.
Selected engagements from the team — anonymised by default, but specific enough to show what we actually move. Every one is told the same way: the problem, what we did, and the outcome in the P&L.
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Industrial components portfolio company.
- Challenge
- EBITDA was running below the investment thesis; SKU complexity was masking the profitable core and pricing had drifted across three business units.
- Actions
- Diagnosed the margin gap, rationalised the SKU range, re-architected pricing and stood up a weekly performance cadence with the management team.
- Impact
- EBITDA margin up 340 bps over twelve months — and the business chose to defer its exit by a year to compound the gain.
Insurance brokerage at a growth inflection.
- Challenge
- A founder-led brokerage was weighing organic growth against a buy-and-build path, with no clear view of where the next stage of value would come from.
- Actions
- Built the where-to-play / how-to-win case, scanned the target universe, and set the commercial operating model to support a roll-up.
- Impact
- Committed to buy-and-build; first bolt-on closed seven months later, and the firm is now in a pre-exit value programme.
Mid-market industrial under lender pressure.
- Challenge
- A family-owned industrial business was burning cash under lender pressure, with a transformation that had no owner and no rhythm.
- Actions
- Took the operating seat on the change programme: a 13-week cash plan, SKU rationalisation, a sales re-focus and one senior hire — run to a weekly scoreboard.
- Impact
- Cash stabilised by week 8, covenants reset, and EBITDA run-rate up 40% by month nine — no restructuring triggered.
Sell-side — European vertical SaaS platform.
- Challenge
- A founder-owned healthcare-SaaS business wanted a premium outcome without a drawn-out, value-leaking process.
- Actions
- Ran a tight 14-week competitive process to a curated set of pan-European strategics, with the equity story and data room prepared in advance.
- Impact
- Final price 22% above the opening range, earn-out capped at two years, founder rolled 15% into the combined platform.
Buy-and-build platform integration.
- Challenge
- A PE-backed wealth platform had made three acquisitions in eighteen months, with modelled synergies un-owned and quietly slipping.
- Actions
- Stood up an integration office, ran a 100-day plan per deal, and put a single named owner against every synergy line.
- Impact
- 90% of modelled synergies captured inside year one; platform EV grew from €65m to €180m.
Founder-led data services business.
- Challenge
- A founder-led B2B data business was 24 months from a sale, with single-director risk and a commercial story that wouldn't survive diligence.
- Actions
- Ran a diagnostic-led programme across financials, management depth and contract quality; hired a second commercial director and built two years of audited accounts.
- Impact
- Net-revenue retention lifted 94% → 108%; the business launched its sell-side process on schedule in Q1 2026.
Growth-equity raise — infrastructure services.
- Challenge
- A founder-led infrastructure business needed its first institutional capital without giving up control.
- Actions
- Structured and ran a minority-with-governance raise to a curated set of European mid-market funds, around a 2028 exit.
- Impact
- Closed at the founder's target pre-money, control preserved, board and reserved matters set for a clean future exit.
Fractional COO — energy services portfolio company.
- Challenge
- A PE-backed energy services business had an operating model and a working-capital problem that the team didn't have the bandwidth to fix.
- Actions
- Sat in the COO seat three days a week — redesigned the operating model, tightened commercial discipline and rebuilt the cash cycle.
- Impact
- Working capital cut by €11m, gross margin up 210 bps, then a clean handover to a permanent COO at month 14.
The engagements above were carried out by, with the contribution of, or with the participation of members of the Value Bridge Partners team in the context of current or previous functions. Details have been anonymised to preserve client confidentiality. Specifics and references are available under NDA on a case-by-case basis.
Client voices
In their words.
They do not work like consultants. They work like owners who happen to be outside the cap table. Six months in, EBITDA spoke for itself.— Chair · Portfolio company · performance
The synergies we underwrote at signing actually showed up — because someone owned every line and reported it weekly.— Managing Partner · Mid-market PE · integration
The partner was in the room for every meaningful call. It translated straight into the quality of the final result.— Founder · European SaaS · transaction
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