Most operational due diligence is done by people who have never run an operation or sat through a transaction. Liberty Edge brings 20+ years of hands-on operating leadership and a seat on three prior PE transactions to every engagement. From pre-acquisition assessment through post-close value creation.
Start a ConversationI have been part of the operational transition team across three major transactions: the public sale of a company to a strategic acquirer, that acquirer's subsequent sale to a private equity sponsor, and the exit from one sponsor to another. I know what breaks during a transaction, what gets missed in diligence, and what an acquiring team needs to see to feel confident in what they are buying.
That perspective matters. A polished data room can hide an operation that is running on heroics rather than systems. Reported metrics can look strong right up until you get on the floor and ask the people doing the work. The job is to separate what the data says from what the business actually is.
A structured, fact-based assessment of the target's operation before the bid. The goal is a clear view of what you are buying, where the risks live, and where the operational value creation opportunity sits. Findings are quantified and grounded in floor-level reality, not management narrative.
The period right after close is where value is won or lost. Having sat on three transition teams, I know how to keep an operation running while the ownership structure changes underneath it. The focus is continuity, early wins, and building the operating rhythm that the value creation plan depends on.
Ongoing operational leadership to deliver the thesis. Whether embedded fractionally or driving a specific transformation, the work is the same: build the systems, develop the leaders, and hit the numbers. Every engagement leaves behind an operation that performs without me in the room.
Every operational diligence engagement works through the same structured framework. Each area is assessed against benchmarks, validated against floor-level reality, and quantified where the data allows. The result is a complete operational picture, not a checklist.
On-time delivery, order accuracy, SLA performance, fill rates, and satisfaction across every channel the operation serves.
Productivity per labor hour, cost per unit, safety performance, and actual results measured against plan and engineered standards.
Attrition by tenure and function, absenteeism, time to fill, and the workforce health signals that predict future performance.
Supervisor to associate ratios, leadership bench depth, accountability structures, and the quality of the people running the floor.
Facility footprint, capacity utilization, automation maturity, lease exposure, and the capital required to maintain and grow.
Days on hand, stock-out rates, replenishment logic, supplier concentration, and how inventory positioning drives service performance.
Where the operation hits its constraints, what it costs to remove them, and whether the infrastructure supports the growth thesis.
WMS and order management maturity, platform integration, real-time visibility, and the systems roadmap underpinning the operation.
The operational improvements behind these numbers came from the same framework applied above. People, process, data, and accountability, balanced and executed at scale.
Whether you need operational diligence before the bid, transition support after close, or an experienced operator to drive the value creation plan, let's talk.
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