Practice
Private Capital & Portfolio Advisory
An investor-grade operating partner for the full ownership cycle.
Thyor supports private equity, venture, infrastructure and family investment offices across diligence, portfolio performance, value creation and exit — investor-side analysis, portfolio-company CFO capability, and the reporting cadence that turns operational detail into investment decisions.
Why it matters
Value and terms are usually shaped before the formal process.
Returns in private capital are now made in operations, not in entry multiples. Financial engineering has been competed away; what remains is the harder work of improving margin, cash, pricing, organisation and capital allocation inside portfolio companies — measurably, quarter by quarter.
Most investors have more deals than senior operating capacity. Diligence teams see the deal but not the two years after. Portfolio companies, especially in the lower middle market, often lack the finance infrastructure to produce the reporting an institutional owner needs — and to execute the value-creation plan the underwrite assumes.
The firm operates as an extension of the investment team where it adds most: independent diligence support before commitment, CFO-grade capability inside portfolio companies during ownership, and preparation that makes exits orderly rather than rushed.
Readiness signals
When outside scrutiny, capital or ownership change is approaching.
- 01
A deal needs independent eyes
Financial and operational diligence support, downside analysis and a view on the value-creation assumptions before commitment.
- 02
A portfolio company lacks finance depth
Reporting, forecasting and cash control must reach institutional standard without a full-time executive hire.
- 03
The value-creation plan is stalling
The underwrite assumed operational improvements that need design, governance and someone accountable for delivery.
- 04
Performance reporting is unreliable
Fund-level decisions are being made on portfolio data that arrives late or cannot be trusted.
- 05
An exit is approaching
Twelve to eighteen months of preparation — reporting, equity story, diligence readiness — protects the multiple.
- 06
A situation turns difficult
A covenant breach, a liquidity squeeze or an underperforming asset requires restructuring capability inside the portfolio.
Process stages
A readiness-to-completion sequence.
- 01
Underwrite honestly
Diligence that tests the operational assumptions behind the model — before capital is committed.
- 02
Install the information base
Portfolio-company reporting and forecasting at the standard the investment case requires.
- 03
Govern value creation
A tracked programme of operational initiatives, each with an owner, a number and a date.
- 04
Intervene where needed
Restructuring, liquidity and leadership support in situations that deviate from plan.
- 05
Prepare the exit
Reporting history, equity story and diligence readiness assembled over quarters, not weeks.
Transaction architecture
Valuation, diligence, capital and financial preparation.
Pre-investment
- Investor-side financial and strategic diligence
- Downside and scenario analysis
- Value-creation thesis testing
- Co-investment and special-situation analysis where appropriate
Portfolio operations
- Portfolio-company CFO support
- Value-creation planning and governance
- Performance improvement execution
- Acquisition integration
Fund analytics
- Fund and portfolio analytics
- Performance reporting
- Capital allocation support
- Portfolio risk and scenario analysis
Realisation
- Exit preparation
- Vendor-side readiness and reporting
- Equity story and materials support
- Post-exit transition support
Transaction artefacts
The financial materials the process stands on.
- Diligence reports and issue analyses
- Value-creation plans with tracked initiatives
- Portfolio-company reporting suites
- Fund and portfolio analytics packs
- Downside and covenant scenario models
- Exit-readiness assessments
- Integration plans for bolt-on acquisitions
Representative situations
The shape of mandates in this practice.
Portfolio reporting transformation
A private investor could not rely on management packs across four portfolio companies. Thyor standardised reporting and forecasting, giving the fund a comparable, current view of performance and cash.
Value-creation governance for a platform
A platform investment’s underwrite assumed procurement and pricing gains. The firm designed the programme, governed delivery alongside management and tracked benefits to the board.
Selected work
Portfolio reporting and value-creation governance across private holdingsPortfolio reporting standard, CFO support and initiative governance→Geo-macro investment screen for a policy-sensitive marketCountry-risk analysis translated into valuation and staged commitment→Brownfield restructuring of an acquired production siteSite diagnostic, recovery programme and capital options→Next step
An investor-grade operating partner for the full ownership cycle.
Describe the situation and the decision in front of you. A senior adviser will respond directly.