For Private Equity, Independent Sponsors & Family Offices
The operating side of the deal, started before you sign.
We do the operating work on acquisitions: what the company will really take to run, what to fix in the first hundred days, and what it takes to sell it for more. Operator-founded, and brokerage is in house.
One business day. No deck, no obligation.
Why funds call us
You buy the thesis. Someone has to run it.
Larger funds have built operating partner teams, and those teams are stretched thin. Below that, a deal team of two or three partners with a portfolio of growing companies, an independent sponsor raising equity deal by deal, a searcher who has just become a CEO, and a family office buying its first operating company all have the same problem: the plan exists, the people to deliver it do not.
That is the seat we take. We are operators who have run companies, not a consultancy that interviews them, and we can hold the work from diligence through to the sale without handing the company to a different adviser at the moment it matters most.
What we do
Six things we can take off your plate.
Take one of them for one company, or keep us through the whole hold.
Operating diligence before the LOI
A read on what a quality-of-earnings report does not cover: owner and key-person dependence, management depth, revenue quality and concentration, how the operation actually runs, technology and AI readiness, and whether the team in place can hold the plan you are buying. You get a written view of what it will cost to fix.
A 100-day plan, and help running it
Not a slide with themes on it. A plan with owners, dates and the number it should move, then the operating help to deliver it. Most funds require a 100-day plan and do not have the people to run one.
Value creation inside the portfolio
Profitability, pricing, process, technology and AI, worked against the value creation plan and reported in EBITDA, not in activity updates. We hold the seat and carry the number.
Sell-side readiness and exit execution
Positioning, clean numbers, fewer buyer objections and a story that holds up, built two years before the process starts. When you are ready, the same firm runs the sale, because business brokerage is in house here.
Platform and bolt-on sourcing
We sit with owners every week. That is a flow of off-market companies, add-on targets that genuinely fit a platform's thesis, and sellers who will talk long before they are ready to go to market.
Technology and AI that shows up in margin
The unglamorous kind: quoting, scheduling, service, reporting and back office, sized against the cost of doing it with people. We build it in the business rather than handing over a roadmap.
Where we fit
We are not a second deal team.
We stay on the operating side of the table and leave the deal to you. If you already have an operating partner, we work as the delivery arm behind them.
Yours
- ·Sourcing and relationships with sellers
- ·Structure, financing and the LOI
- ·Legal, tax and accounting diligence
- ·Investment committee and LP reporting
- ·The thesis, and when to hold or sell
Ours
- Operating diligence and the management read
- The 100-day plan and the delivery behind it
- Profitability, process, technology and AI work
- Interim operating seats while you recruit
- Sell-side readiness, and the sale itself
How it works
From a live deal to a held company.
Scoping call
Forty-five minutes on the company, the thesis, where you are in the process, and what your team already covers. You leave with a view of whether we add anything, even if you never hire us.
Confirmatory operating diligence
Run alongside your Q of E and legal work, on the same calendar, ending in a written assessment of the operating risk, the management capacity and the fixes with a cost attached to each.
The 100-day plan
Written before close where there is time, so day one has a plan instead of a meeting series. Owners named, dates set, and a financial target the plan is accountable to.
Delivery, then the exit
We run the work, report against the value plan, and stay with the company until it is sold, so the operating history and the sale story are the same story.
Why us
An operator's read on your asset. And the exit at the end of it.
Vasana was founded by Christina Gentry, who has spent more than 25 years building and running real companies, including manufacturing, distribution, retail, real estate, an accounting practice and professional services. She has carried a P&L through good years and bad ones, which is a different qualification from having advised on one.
The same firm can also sell the company when you are ready, because business brokerage is in house rather than referred out. That matters at the end of a hold: the value creation work and the sale story are written by the people who did the work.
Numbers, not impressions
Our own diagnostic engine scores the business the same way it scores the hundreds of owners who run it, so the read is a number with evidence behind it rather than a partner's opinion.
We hold a seat
We can put an operator into a missing seat for six months while you recruit, instead of telling you which seat is missing.
Both sides of the table
We serve owner-operators and mid-market companies as well as funds, so we know how sellers think about price, terms and timing before you are in the room.
One firm, entire hold
Diligence, delivery, and the sale. No handoff between advisers halfway through the value plan.
Frequently Asked Questions
Straight answers.
Bring us in on the next one.
Send the company, the thesis and where you are in the process. Christina will come back within one business day with a straight answer on whether we can help.
Owners and management teams looking for growth or exit work can start at our consulting page.