FOR SPONSORS
One method across the portfolio: comparable baselines, priced plays, and a ranked view of where value sits and how fast it can be reached.
For sponsors and operating partners. The Performance Diagnostic method applied to several portfolio companies at once, on common KPI definitions, so baselines and plays can be compared and ranked across the fund instead of argued company by company. Each company receives its own baseline, three priced plays and a 90-day plan; the sponsor receives a portfolio view ranked by value and time to impact, written as direct input to the value-creation plans. For buy-and-build platforms, the same read covers the add-ons already closed and the ones in the pipeline, so integration work is sized before it is promised.
The outcome
What you leave with.
Comparable baselines
Revenue, margin, cost-to-serve, cycle time and cash measured the same way in every company and reconciled to each P&L, so the portfolio is read on one set of definitions.
Plays ranked across the fund
Every company's priced plays placed on one list, ordered by value, investment and time to impact, so operating attention goes where it pays back first.
Input to value-creation plans
Findings written in the form the value-creation plan already uses: the number, the owner, the checkpoint and the decision leadership needs to take.
A read on buy-and-build
For platforms and roll-ups, the integration state of each add-on and the synergies still to capture, sized against the deal model before the next acquisition is signed.
Capabilities
What the work covers.
01
Common KPI definitions
One definition for each measure, agreed with the sponsor and the portfolio CFOs before any data is pulled, so comparisons hold and nobody re-litigates whose number is right.
02
Company-level diagnostics
The full Performance Diagnostic run in each company in scope: leadership interviews, work observation, a baseline from its own systems and three priced plays.
03
Portfolio ranking
Plays scored on value, investment, time to impact and execution risk, then ranked across companies with every assumption visible to the deal and operating teams.
04
Buy-and-build and add-on review
Integration status, synergy run-rate against the deal model and the repeatability of the playbook assessed for each add-on, with the gaps that slow the next deal named.
05
Value-creation plan alignment
Plays mapped to the levers and timelines in each company's value-creation plan, so the Diagnostic adds to the plan the sponsor already tracks rather than competing with it.
06
Sponsor and leadership readouts
A company readout with each management team and a portfolio readout with the operating partner and deal team, with plays, owners and 90-day plans agreed in both rooms.
How it works
From first interview to readout.
Each phase reports against the baseline agreed at the start, so progress is read in your own numbers.
Week 1
Align definitions and scope
Companies in scope, the questions the sponsor needs answered, common KPI definitions and one data request per company agreed with the operating partner and the portfolio CFOs.
Companies in scope · Common KPI definitions · Data requests · Sponsor hypotheses
Weeks 1–3
Run the company diagnostics
Interviews, work observation and baselines built in each company in parallel, reconciled to each P&L, with the largest gaps located in each company's own numbers.
Leadership interviews · Baselines per company · Gap analysis · Benchmark comparison
Weeks 3–4
Size and rank across the portfolio
Plays valued, costed and risk-reviewed per company, then ranked on one list for the fund, with buy-and-build and integration findings sized against each deal model.
Priced plays · Portfolio ranking · Add-on review · Owner validation
Weeks 4–6
Read out and plan
Company readouts with each management team and a portfolio readout with the sponsor; 90-day plans per company and the ranked view written into the value-creation plans.
Company readouts · Portfolio readout · 90-day plans · Value-creation plan input
Engagement models
How to engage.
Scope, fee, team and deliverables are agreed in writing before work starts.
Portfolio Diagnostic · FOR SPONSORS
Fixed fee, one method across the fund
Several portfolio companies read on common definitions in one engagement, scoped with the operating partner. Fee, scope, team and deliverables are agreed in writing before work starts.
- Company-level baselines and priced plays
- Common KPI definitions
- Portfolio view ranked by value and time to impact
- Direct input to value-creation plans
Platform and add-on Diagnostic
For buy-and-build
One platform and its add-ons, closed and in the pipeline, read as a single operating company: integration state, synergy run-rate and the plays that make the next acquisition faster to absorb.
- Integration status per add-on
- Synergies sized against the deal model
- Playbook and tooling gaps named
- Readout to platform leadership and the sponsor
How we are paid
A plain fixed fee. The findings are yours.
The Diagnostic is a plain fixed fee, agreed in writing before work starts, and the findings belong to you whether or not a program follows. If the Diagnostic shows a program will not pay back, we say so and do not propose it.
For one company or business unit, see the Performance Diagnostic.
The market problem, in published numbers
72%
for operational improvements, ranked by general partners as the top value-creation lever
S&P Global Market Intelligence, 2026 Private Equity Survey (fielded February 2026) (2026)
10–12%
EBITDA growth Bain estimates today's buyouts need to return 2.5x over a five-year hold, with less leverage and no multiple expansion, against roughly 5% annual earnings growth for a typical 2015 buyout
72.9%
of all US private equity buyouts in 2025 were add-on acquisitions, in line with the five-year average of 72.8%
Figures are third-party market benchmarks from the cited sources, not Ometz Partners client results. We share them so you can size the problem before we ever talk.
Portfolio Diagnostic FAQ
The method is the same; the difference is the definitions and the view. KPI definitions are agreed once with the sponsor before any data is pulled, so results compare across companies, and the plays are ranked on one list for the fund rather than left as separate reports.
A plain fixed fee, set by the number of companies and the questions in scope. We do not publish a rate card. The findings belong to the sponsor and the companies, and if the Diagnostic shows a program will not pay back in a given company, we say so and do not propose it.
The method runs in parallel, so scope is set by the sponsor's questions and the data available in each company. The operating partner decides which companies go first; others can be added in later cycles on the same definitions.
Each management team receives its own baseline, plays and 90-day plan, and agrees them in its own readout. What the sponsor shares of the cross-company view is the sponsor's decision.
That is where it does the most work. The add-on review shows which integrations are complete, which synergies are still to capture, and what in the playbook, data or tooling slows each new deal, so an Integration & Value Capture program starts from evidence rather than from the deal memo.
Senior operators, not a leverage model. The partner who scopes the engagement does the work and is accountable through the readout, and the same team is available to run the plays afterwards if the sponsor and the company choose.
Next step
Scope a Portfolio Diagnostic.
Companies in scope, fee, team and deliverables are agreed in writing with the operating partner before work starts.