Case Study

Post-Acquisition Delivery Build-Out

PE-Backed Software Company · 12+ Month Embedded Engagement

Overview

A mid-market PE firm acquired a CPG analytics software company and completed four add-on acquisitions within six months. Two had already closed before the engagement began; two more closed during the first 90 days.

Each acquired company operated with different development tools, team structures, and maturity levels. Engineering had no unified governance, no delivery cadence, and no board-level reporting. Leadership could not see what engineering was building, whether it was on schedule, or how it connected to the value creation plan.

The CTO brought in TV Consulting to embed full-time and build the delivery infrastructure from the ground up.

Midway through the engagement, the original sponsor sold majority ownership to a new PE firm, which brought in new executive leadership. TV Consulting worked directly with the incoming team to provide a clear baseline of the engineering organization and ensure continuity through the ownership transition.

Approach

Three Phases, Zero Guesswork

Diagnosis (Weeks 1 to 3)

Assessed delivery maturity across all acquired teams. Maturity varied widely: some teams had partial processes in place, while others had no structured workflow or sprint cadence at all. Several teams required significant organizational restructuring before they could be integrated, including teams with blurred responsibilities between product development and client services, undefined roles, and no clear reporting lines.

Design (Weeks 3 to 6)

Worked with the CTO and leadership to design a unified delivery operating model: standardized sprint cadence, intake process, workstream governance, and stakeholder communication. Consolidated all teams onto a single project management platform.

Deliver (Months 2 to 12+)

Embedded full-time across six concurrent workstreams. Ran daily standups, sprint planning, reviews, and retrospectives. Coached engineering leads and product owners to build internal muscle. Built weekly board-level reporting that gave PE investors direct visibility into delivery health, velocity, capacity, and risk.

Results

Measurable Impact

~55% → 95%+ Sprint Predictability

Across six concurrent engineering workstreams, from unpredictable output to reliable delivery commitments.

Board-Level Reporting from Zero

Built the only engineering reporting in the company, used directly in PE board meetings and investor updates.

At-Risk ARR Protected

Stood up a dedicated delivery pod to clear stalled client-critical workstreams, protecting significant recurring revenue.

5 Companies Unified

Integrated four acquired companies into a single delivery structure. Governance, sprint cadence, intake process, and tooling built from scratch.

Feature-Level Cost-to-ARR Reporting

Developed as part of the weekly operating rhythm, tying engineering investment directly to revenue potential.

Internal Capability Built

Coached engineering leads and product owners so that delivery governance continued beyond the engagement.

Engagement Model

The diagnostic phase is available as a standalone engagement (1 to 3 weeks depending on team size) with no obligation to continue. It provides leadership with a scored assessment of delivery health and a prioritized gap analysis.

The diagnostic applies whether the company is post-M&A, post-leadership change, or simply lacking engineering visibility at the board level.

Full embedded engagements typically run 6 to 12 months with short mutual exit clauses. The goal is to build internal capability and roll off, not create a permanent dependency.

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