Sound familiar?
Portfolio companies are operationally thin
Lower middle market acquisitions often come with a founder wearing 6 hats. There's no ops infrastructure. Building it domestically eats into the value creation thesis.
G&A is the first margin lever — and the hardest
You know the back office is overstaffed or understaffed. Either way, you're paying too much for too little. Restructuring domestic teams is slow and politically messy.
The 100-day plan needs operators
Post-close, you need people who can execute — implement systems, build reporting, standardize processes. Hiring domestically takes 60+ days and $150k+ per role.
Consistency across the portfolio is a fantasy
Every company runs differently. Different tools, different processes, different reporting. There's no shared operational playbook — and no bandwidth to build one.
Common portfolio company roles
that thrive offshore.
Higher output.
Fraction of the cost.
How the four pillars work
in private equity.
Proof it works.
Deployed 8 offshore team members into a newly acquired services company. Replaced 5 domestic back-office roles, standardized reporting, and built operational playbooks that became the template for subsequent acquisitions.
Common questions about
offshore staffing for private equity.
Scale your private equity
operations.
One conversation. We'll map your private equity operations, identify the leverage points, and show you what's possible.
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