Value Creation Through the Hold
Operational value creation, built and measured.
The technical value creation plan, run as an operating cadence across the hold. Revenue, data, web, and AI. Every lever tied to EBITDA and reported against it, quarter after quarter. A fractional technical operating partner with an embedded delivery team that builds and runs the plan, not just recommends it.
- Revenue, data, web, and AI run as one cadence
- Every lever tied to EBITDA, reported quarter after quarter
- A team that builds and runs the plan, not just recommends it
- 54%
- of PE value from revenue growth
- 84%
- run a digital VC program year 1
- 15y
- embedded operating model
- 92%
- recurring revenue
EBITDA growth now has to do the work the multiple used to do, every year of the hold.
Operating improvement, not multiple expansion.
Why value creation during the hold matters
The return now comes from operating the business.
Higher rates ended the multiple-expansion game. Returns now come from operating improvement rather than financial engineering: industry research attributes roughly 54% of PE value creation to revenue growth (Gain.pro), and 84% of PE firms run a digital value creation program in the first year of ownership (West Monroe). Bain's framing, that EBITDA growth now has to do the work the multiple used to do, raises the bar on every year of the hold.
That creates real pressure to show measurable improvement before exit, not a one-off project but sustained, quarter-over-quarter progress that a buyer can later verify. And it creates a need for repeatable systems: an approach to revenue, data, and AI that can be applied consistently across a portfolio rather than reinvented company by company. The hold is where the thesis is either delivered and proven, or quietly missed.
Common portfolio company challenges
EBITDA growth now has to do the work the multiple used to do, every year of the hold.
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A go-to-market and RevOps stack that leaks predictability, with weak attribution, manual processes, and a pipeline the firm cannot reliably forecast.
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Reporting the board cannot trust, or that takes weeks to assemble by hand, leaving decisions made on numbers no one is confident in.
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Tools and platforms that were never integrated, with broken handoffs and no single view of the business.
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Plans that stall because no one owns the build, or because the work is handed to vendors who were not in the room when it was scoped.
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Accumulated shortcuts that slow every change and quietly raise the cost of every initiative in the value creation plan.
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Data that exists but is fragmented or untrusted, with no single source of truth and no analytics layer turning it into decisions.
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AI plans that stay in slides because the data foundation is not ready or no one trusts the system to act, so the margin and efficiency upside never lands.
The levers across that arc
The levers, built and run.
DevriX runs the value creation plan as an operating cadence and reports each lever against EBITDA. We own keeping these initiatives moving across the whole hold, with continuous optimization, quarter after quarter, and bring external benchmarks an internal team cannot, because we work across many companies, not one.
Sequenced and run as a coherent plan.
The fractional technical operating partner model
Leadership, with the team that executes.
Most fractional operating partners are one person who can advise but cannot build. DevriX is the middle path between a solo advisor and a slow, expensive full-time hire: senior technical operating leadership plus an embedded team that executes.
Parts of one accountable operating model.
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Component 01
Strategic leadership
Operating-partner-level judgment that sets the technical and revenue agenda and owns it against EBITDA, not a list of recommendations handed off elsewhere.
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Component 02
Embedded execution team
A senior delivery team that builds and runs the plan, embedded with the operating partner and management, with the person who scopes the work delivering it.
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Component 03
Cross-functional expertise
Revenue operations, data, web, growth, and AI under one partner, so the levers are sequenced and run as a coherent plan rather than sourced as disconnected projects.
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Component 04
Portfolio-wide consistency
A repeatable approach that can be standardized across companies, with one reporting format for the fund and a data advantage that compounds as more of the portfolio runs on the same systems.
The hold-period cadence
Optimize, scale, refine.
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Year 1
Optimize
Reporting visibility, a RevOps foundation, data quality, system stabilization, and the fastest quick wins.
Output: Reporting visibility and quick wins shipped.
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Year 2
Scale
Revenue growth, automation, conversion improvements, demand generation, and operational efficiency.
Output: Compounding levers running as a cadence.
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Year 3
Refine
Predictability, margin improvement, data maturity, operational resilience, and exit readiness.
Output: Exit-ready efficiency and durability.
Expected outcomes
What the hold-period cadence produces.
Six outcomes the cadence is built to deliver, each tied back to EBITDA.
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01
Increased efficiency
Manual work removed and processes automated, lowering the cost of running and growing the business.
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02
Improved reporting
Board-ready, trusted reporting maintained as a cadence rather than assembled under pressure.
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03
Better revenue predictability
A revenue engine that forecasts reliably, with clean pipeline and attribution.
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04
Stronger scalability
Systems and platforms that scale with the growth the thesis assumes, rather than breaking under it.
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05
Higher enterprise value
Operating improvement compounded across the hold, with every lever tied to EBITDA.
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06
Improved exit readiness
A business with clean data, verifiable momentum, and few surprises left for a buyer's diligence to find.
Trusted by teams at
- Escape Hunt
- SwimSwam
- Brainjolt
- TechSmith
- American Restoration
- TrekTravel
- Angel Reyes
Why DevriX
Built to run the plan, not just write it.
Proof points
A verifiable track record.
Evidence of long-term technical ownership.
- Years embedded
- 15
- M&As facilitated
- 10+
- Monthly pageviews engineered
- ~1B
- Clutch, top-rated B2B
- 4.8★
- 2015 retainer pioneered
- 92% recurring revenue
- 400+ advisory engagements
- 5-10y avg. tenure
Escape Hunt
Delivery partner whose work led the same group to bring DevriX in for Boom Battle Bar, with a working site for every location.
SwimSwam
10+ years leading the path for the number one swimming media in the US through a series of engineering products and scalability innovations.
Brainjolt
Managing product, data, and engineering over the course of 8 years, through nearly a 10X growth stage in the first several years.
TechSmith
8 years of platform unification, synergy consolidation, and modernization of multiple solutions onto a proprietary FOSS multilingual build.
American Restoration
Bringing 25 brands under one multisite, so each post-acquisition integration is streamlined and each new brand has a scalable technical foundation for hitting revenue targets.
TrekTravel
+25% YoY online bookings after a new Express Checkout flow, which drove 15% of that growth.
Angel Reyes
182% YoY increase in website-driven signed cases after a platform rebuild with 100% uptime during migration.
Capability evidence, not PE engagements or quantified EBITDA outcomes.
Get started
Run the plan, not just the deck.
Build a value creation plan with the partner that executes it. We run revenue, data, growth, technology, and AI as an operating cadence across the hold. Every lever tied to EBITDA and reported to the board.