- Value Creation & Portfolio Impact
- 4 Nov 2025
⏱️ The Execution Imperative in Entrepreneurship Through Acquisition (ETA)
For Search Fund CEOs and ETA principals, the margin for error is zero. You have a finite hold period, and every operational decision must translate directly into a higher exit multiple. The single most critical investment you make post-acquisition is the Value Creation Team (VCM)—the specialized engine designed to accelerate growth.
But finding and integrating the right VCM without slowing down operations is the ultimate challenge. Relying on generalists or slow recruiting methods will cost you months of crucial execution time.
Here are the three non-negotiable pillars for building a high-impact VCM that eliminates friction and guarantees value creation:
Pillar 1: Recruit for the Exit Thesis
Your VCM must be a surgical strike, not a general consultation. The time spent on consultants who are learning your business is time taken directly from your IRR.
The Action:
Before recruiting, define the top three "Value Levers" that will drive 80% of your projected EBITDA increase. Focus ruthlessly on these areas (e.g., pricing optimization, supply chain efficiency, digital migration). Then, only recruit niche operators with a proven track record of moving those exact levers within a PE environment.
The Result:
Your VCM guarantees zero learning curve on high-impact issues. Their mandate is not to advise, but to execute—they arrive with a playbook ready to deploy on day one, accelerating the impact where it matters most for valuation.
Pillar 2: Engineer Alignment with Shared KPIs
Friction between the new VCM and existing management costs time, reduces morale, and ultimately impacts your financial targets. You must engineer collaboration rather than hoping for it.
The Action:
Establish a "Shared KPI Contract" for every VCM engagement. This means the VCM member's success metrics must be explicitly linked to the metrics of the corresponding portfolio company executive (e.g., the VCM expert's success is tied to the internal Sales Director meeting their quarterly revenue goal).
The Result:
This mechanism forces immediate, mutual accountability and ensures the VCM is viewed as a supportive accelerator, not an external threat. Furthermore, the VCM's mandate must include knowledge transfer to guarantee the value created is sustainable long after their engagement ends.
Pillar 3: Institute Metric-Driven Accountability
In the ETA model, accountability must be tied directly to valuation. You must shift the focus from simply "completing tasks" to "moving the financial needle."
The Action:
Implement a rapid, focused 30-minute "Value Pulse Check" meeting every week. This session is not a status update; it’s a predictive tool. Use it to track the VCM’s progress against leading metrics (inputs they control) and to forecast the direct lagging metric (the EBITDA impact) within the next 90 days.
The Result:
This creates hyper-cadence accountability and provides the verifiable, data-driven narrative needed to justify your investment's progress to your investors and position the company favorably for its next round of valuation.
🚀 Final Takeaway
The ability to quickly and effectively deploy a high-impact VCM is the key differentiator for success in the Search Fund model. Implementing these three pillars ensures your VCM investment eliminates operational friction and translates directly into a higher exit multiple.
Love these VCM tips? Which of these three pillars is currently the biggest bottleneck in your post-acquisition plan?
