Private Equity Operations Consulting

Achieve Peak Performance in Your Private Equity Portfolio

Private equity value creation increasingly depends on operational improvement, not just financial engineering.

The firms that are left behind are unable to unlock the operational potential hiding inside their portfolio companies. Does this sound familiar?

Operational due diligence flags performance gaps with no clear path to close them
EBITDA improvement targets set at deal close that are now at risk
Portfolio company management capable of running the business but not transforming it
Throughput, cost, and quality performance lagging sector benchmarks
Supply chain and overhead costs inflating unit economics and compressing margins
Exit preparation requiring a cleaner, more performant operation to support valuation

USC Consulting Group partners with private equity firms and their portfolio companies to close operational gaps quickly, implement improvements that hold, and build the management disciplines that sustain value through the hold period and into exit.

Our Capabilities

USCCG Capabilities for Private Equity

We work at the portfolio company level, embedded in operations, with a clear mandate: measurable improvement on the metrics that drive your investment thesis. We move fast, we stay until the results are real, and we leave your management team stronger than we found them.

Operational Due
Diligence Support

We help you see what’s really inside a target, the true operational performance, the specific gaps, and the realistic improvement potential. Our assessments are grounded in operational reality, not benchmarks alone, and give your investment team a clear picture of what’s achievable and at what cost.

100-Day Plan Execution

A great plan only creates value if it gets implemented. We provide the operational expertise and implementation bandwidth to execute the high-priority initiatives on your plan, alongside portfolio company management, not apart from it.

EBITDA Improvement & Cost Reduction

We identify and implement the operational improvements with the clearest path to EBITDA impact, including: throughput recovery, cost per unit reduction, waste elimination, overhead rationalization, and supply chain savings. We track and report every dollar of improvement as it materializes.

Throughput, Capacity & Productivity Improvement

In most portfolio companies, there is more capacity available in the existing asset base than the current operation is capturing. We recover it through better scheduling, asset utilization, workforce effectiveness, and bottleneck elimination.

Supply Chain & Working Capital Optimization

Excess inventory, poor supplier terms, and logistics inefficiency are common sources of trapped working capital in portfolio companies. We optimize supply chain performance and inventory positioning to release cash and improve margin simultaneously.

Exit Readiness &
Sustainable Performance

A portfolio company that performs well at exit commands a better multiple. We ensure the operational improvements we implement are embedded in management processes and KPI systems, so performance holds through management due diligence and into the next phase of ownership.

Private Equity By the Numbers

The private equity landscape has shifted decisively toward operational value creation. Multiple expansion and leverage are no longer sufficient drivers of return on their own. The firms generating top-quartile performance are the ones that systematically improve the operational performance of what they own.

68%

Percentage of firms say data challenges create or worsen other operational problems¹

72%

Percent of PE firms that identify operational improvements as the top value creation lever.²

Source:
¹ BetaNXT, 2025)
² S&P Global Market Intelligence, 2026

USCCG At Work:

Private Equity Case Studies

Read Case Study

Aluminum Producer Rolls Right Team for Successful Outage

Where USC’s outage project management methodology was accepted and deployed, those portions of the outage ended on or ahead of schedule.

The aluminum vendor had made a strategic decision to expand its market and enter the automotive market space. To service this space, the business required a $400 million investment in rolling mill upgrades to accommodate wider rolls and stringent surface qualities required by the industry.

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Supplier Collaboration Saves Business Products Company Millions on Annual Spend

11% reduction in Spend
$3.5 Million in identified savings
$1.5 Million in implemented savings

In order to remain competitive they wanted to lower the cost of planning, purchasing, transporting and storing inventory in order to pass these savings on to their customers. Our challenges was to help them to eliminate non value-added activities and the associated cost of unnecessary supplier services.

Meet Our Experts

Susan Wickware

Executive Vice President Global Sales Management

Ron Tinder

President

GET STARTED

Ready to talk about your operation?

Whether you’re preparing for a new acquisition, executing a value creation plan, or getting ready for exit, we’ve helped PE-backed operations across industries close the gap between current performance and full potential. Tell us what you’re working on. We’ll tell you honestly what we can do.

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