For Private Equity

One partner. Every portfolio company.

Standardize manager and leadership capability across your entire portfolio — one vendor relationship, built into the 100-day plan, with roll-up visibility for the fund.

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The challenge

EBITDA leakage doesn't show up on the P&L until it's too late

Every value creation plan budgets for revenue growth and cost takeout. Almost none of them budget for whether the operating team can actually execute against that plan. A manager who can't retain their best people, a leadership bench that can't absorb a bolt-on acquisition, a culture that quietly resists the changes a new operating partner is trying to drive — none of it appears in a diligence deck, and by the time it shows up in the numbers, it's already cost you a year of the hold period.

Increasing workforce emotional intelligence is one of the more reliable, underused levers against exactly this kind of leakage — not because it's soft, but because retention, execution and change adoption are downstream of it.

18.1%

More business closed by advisors trained specifically in emotional competence, vs. a matched control group

20–25%

Typical engagement lift from Grace's own Workplace EI programme, ~3× ROI

50%

Drop in conflict resolution time within six months of an EI engagement

American Express EI Consortium Study · Grace client results — evidence for emotional intelligence specifically, not generic leadership training.

Where value creation plans lose people

The same three gaps, across almost every portfolio

Every portco reinvents the wheel

  • Each company runs its own vendor search, at its own quality bar
  • No shared baseline to benchmark one portco's bench against another's

The 100-day plan skips the people

  • Finance and ops workstreams get resourced from day one; leadership capability gets left to "figure it out locally"
  • It shows up as attrition or resistance 12–18 months in — right when it's most expensive to fix

The fund has no portfolio-level visibility

  • Which portco's leadership bench is strong vs. fragile is invisible until an exit process — or a departure — forces the question
  • Operating partners find out too late to do anything about it
How Grace helps

Three levers on EBITDA. One on the multiple.

Every conversation about workforce investment comes back to what the business is worth. Three of these levers move EBITDA directly — the fourth moves the multiple you exit at.

Talk to us

Bring one program to your whole portfolio

Tell us about your fund and how many portfolio companies you're thinking about. We'll walk through how a single Grace engagement standardizes manager capability across all of them, and what that looks like inside your specific 100-day plan.