Case study · Operating partners
A fund with 32 portcos and no talent team uses Team Theory instead of hiring consultants.
- AUM
- $3.7B
- portfolio companies
- 32
- talent team
- No
The context
A $3.7B mid-market PE firm with 32 portfolio companies and no dedicated talent partner. An operating director carries talent alongside his operating remit.
The pain
No dedicated talent partner. An operating partner wears the talent hat.
Outside consultants hired to turn OKRs and competencies into interview guides.
Interview feedback chased by hand and consolidated across spreadsheets.
The outcome
Removes the dependency on a consultant to convert what the business needs into how the firm interviews for it. Most of the search spend still leaves the firm each year. That work is what moves in-house next.
What changed
On a portfolio CFO search: CEO-aligned OKRs and competencies uploaded, then the product structured the interview team, the questions and the scoring tables.
Operating-role scorecards, onboarding and assessment plans, search profiles and job descriptions, all generated.
The firm’s own OKR and competency frameworks ingested, firm-side.
How they use it.
Operating-role scorecards
Operating manager and operating director.
OKR and competency frameworks
Finance and commercial functions, firm-side.
Interview guides
A CTO-to-CEO transition guide built from the CEO-aligned OKRs.
Divide-and-conquer plans
The interview load split across role-specific interviewers.
Onboarding and assessment plans
A first-90-days plan for a new operating hire.
Executive search profiles
Firm-side operating roles and portfolio finance leadership.
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