Private equity
Qualify a value-creation thesis before acquisition or work with a portfolio company after investment. Connect commercial growth, recurring-revenue quality and execution priorities.
Discuss a portfolio companyEV Multiplier Program · For private capital
Build the fundamentals
of a more valuable business.
A structured programme for technology, industrial and robotics businesses. We connect revenue quality, operating readiness and risk evidence to a defensible enterprise-value thesis.
Enterprise value · EVThe investment question
What must be true
for value to grow?
A strong technology or installed base can conceal weak commercial repeatability. Recurring contracts need service margins, accountable delivery and risk allocation that stand up to examination.
EV Multiplier starts with those fundamentals. We assess what is ready, identify the gaps and help management implement the changes that can support the next investment or transaction decision.
The programme links three decisions
- 01Where can the company earn more durable and economically sound revenue?
- 02What must change in pricing, contracts, operations and data to deliver it?
- 03Which risks and evidence must be understood before the growth model can attract capital?
The objective is stronger value-creation fundamentals. Valuation outcomes depend on execution, evidence and market conditions.
01
Four perspectives on value
Your mandate determines
the starting point.
One programme, scoped to the decision and the level of access available.
Limited partners
Assess the operating assumptions behind a manager’s technology or industrial value-creation thesis. Make the link between recurring revenues, capital needs, concentration and execution risk easier to examine.
Discuss a value-creation thesisFamily offices
Support direct investments and owned businesses with hands-on business-model work. Connect a long-term ownership perspective to revenue resilience, governance and evidence for capital decisions.
Discuss a direct investmentInvestment banks
Strengthen commercial and operating inputs to a transaction narrative. Translate asset performance, contract economics and value-creation milestones into material that supports diligence and financing discussions.
Discuss a transaction context02
A programme that reaches implementation
Assess the potential.
Work on the gaps.
Start with one company or a selected set of portfolio assets. Agree the value thesis, access to evidence and the decision gates.
Assess the business.
Review the proposition, revenue quality, installed assets and servitization readiness against a structured model.
Make revenue deliverable.
Work on pricing, contracts, service costs, operating processes, data and management accountability.
Connect assets & financing.
Examine equipment and receivables financing pathways alongside company capital needs, using Paradigmix where relevant.
Track the value thesis.
Define milestones and performance evidence. Build a management and investor view of progress, assumptions and remaining risks.
The asset alongside the company
Growth has a
capital architecture.
An EaaS model changes both revenue and the funding requirement.
Financing equipment or service receivables may complement the capital raised by the company. The feasibility depends on contract quality, asset economics, performance history and risk allocation.
Paradigmix’s methodology helps structure the evidence needed for discussions with lenders, insurers and asset-finance partners. SIMEIA connects that work to the commercial and operating plan.
See the Paradigmix pathway03
How the thesis becomes observable
Value drivers.
Evidence to examine.
The evaluation follows the company’s economics and the investor’s mandate.
| Value driver | What we work on | What can be examined |
|---|---|---|
| Revenue quality | Pricing, contract terms, retention and repeatability | Recurring-revenue mix, concentration, renewal behaviour and cohort economics |
| Service profitability | Delivery costs, maintenance obligations and cost-to-serve | Contribution margin, utilisation, service cost and cash-conversion assumptions |
| Execution capability | Accountability, commercial systems and operating cadence | Pipeline quality, conversion, forecasting and delivery milestones |
| Risk readability | Service commitments, performance evidence and risk allocation | Availability, SLA performance, event records and counterpart responsibilities |
| Capital readiness | Asset economics, contract eligibility and financing requirements | Cash-flow scenarios, evidence gaps and material prepared for counterparties |
What an engagement leaves behind
A prioritised value-creation roadmap, a readiness and gap assessment, a scoped remediation plan and an evidence framework for management and investor conversations.
Discuss scope and deliverables