The operating wrap that comes with the capital.
The work a company would otherwise have to hire, learn or survive — delivered by people who have run the function rather than advised on it.
Decades of operator-grade execution, wrapped around the check.
LeverSolutions is the operating wrap on every position. It de-risks the plan, pulls the timeline in, and offsets fees against real delivery rather than against a retainer.
A company backed by this fund does not receive a check and a board seat. It receives the four pillars below, staffed from day one, named in the investment documents, and reviewed on the same cadence as the financial plan.
Strategic commercialization
Revenue architecture built by people who have run a commercial organization and owned its revenue target, not advised on one.
Operational excellence
The unglamorous half that sets the ship date, and the half most often missing when a plan slips.
Expert teams and network
The people a company needs before it can afford them, placed against a named gap rather than a title.
Efficient capital use
Making the balance sheet do more work, so the next round is a choice rather than a rescue.
Each pillar expands into six named workstreams in Figure 1. Scope is chosen from that list, not invented after close.
Twenty-four workstreams, named before anybody signs.
A company should know exactly what it is getting and exactly what it is not. The list below is the whole menu, and the engagement letter names which lines are live.
Four pillars, twenty-four workstreams
Strategic commercialization
Most companies at this stage have a product that works and a commercial motion that was inherited from the founding sale. We rebuild the motion around the buyer who actually signs.
- Go-to-market design and segmentation
- Pricing and packaging architecture
- Channel and distribution structure
- Key-account capture and reference building
- Payer, specifier and reimbursement strategy
- Commercial hiring plan and quota design
Operational excellence
The gap between a pilot line and a supply chain is where growth-stage companies stall. This is the least glamorous pillar and the one that most often decides the outcome.
- Manufacturing scale-up and transfer
- Supply chain and supplier qualification
- Quality systems and regulatory maintenance
- Finance function and FP&A maturity
- Systems, reporting and board pack discipline
- Cost-to-serve and margin recovery
Expert teams and network
The bench is the asset. Placements are made from relationships built over decades of operating, not from a search process that starts when the need appears.
- Senior and executive recruitment
- Independent board placement
- Fractional CXO cover during a gap
- Scientific and medical advisor sourcing
- Key-hire onboarding and first-90-day plans
- Succession and retention planning
Efficient capital use
Equity is the most expensive money a growth company can raise. Part of the work is making sure less of it is needed.
- Non-dilutive and grant capital
- Bridge and structured facility design
- Secondary facilitation for early holders
- Mergers and acquisitions advisory
- Capital plan sequencing to milestones
- Data room and diligence readiness
Scope, staffing and fee treatment are agreed before close and stated in the investment documents. LeverSolutions is available to portfolio companies and, selectively, on a standalone engagement basis.
Five stages, and the first one starts before we write the check.
LeverSolutions is not mobilized when something goes wrong. The work starts during diligence and is staffed from the day the deal closes, because what it does is what the plan depends on.
Five stages
Before close
Weeks 1–12
Quarters 1–4
Year 1 onward
From entry, reviewed yearly
How it is scoped, staffed and paid for.
The commercial terms are stated here because a service wrap with vague economics is the easiest thing in this industry to promise and the hardest to hold anybody to.
Written into the documents
Scope, staffing and fee treatment are agreed before close and stated in the investment documents. Nothing is invented afterward, and nothing is billed that was not named.
Offset against delivery
Fees are offset against real delivery rather than charged as a retainer. A workstream that is not staffed is not billed.
Reviewed on the same cadence
The operating plan and the financial plan are reviewed together, in the same meeting, against the same calendar. Two sets of books is how a wrap becomes theater.
Management stays in charge
We take decisions apart with the team, not around them. If a chief executive does not want operators inside the work, LeverSolutions is the wrong product and we say so before close.
An operating wrap that cannot be audited is a slide.
The bench behind the platform, named against the work it does.
A fund is only as institutional as the people who audit it, administer it, paper it and staff it. Each partner below is listed against a scope of work rather than shown as a badge.
Scope of work