Software · Case study
Turning an investment thesis into a healthcare software group’s value-creation agenda.
A PE-backed healthcare software group connected its value-creation plan with organizational changes and commercial and product execution.
Client context
The business context.
A private-equity-backed healthcare software group needed to turn its investment priorities into an organic and inorganic value-creation agenda. The mandate reported directly to the investor and group CEO, with responsibility extending from strategic assessment into execution.
The growth and synergy agenda depended on changes in how the group operated. Account management, marketing and product management needed to contribute to the same priorities, while strategically important software features took more than a year to develop.
The work
How the engagement was delivered.
Develop the group value-creation plan
Developed the group-level plan and validated organic and inorganic value levers. Structured the investor and management agenda around growth, synergies and organizational change.
Turn the plan into operating changes
Translated the value levers into targeted reorganization and restructuring of core performance areas. Took responsibility for the operating interventions required to activate the plan.
Connect commercial priorities with product delivery
Identified short- and long-term levers in account management, marketing and product management. Linked the commercial agenda with the delivery of strategically important software features.
What changed
A value-creation agenda carried into execution.
The program generated go-to-market synergies and accelerated development of strategic software features from more than a year to a few months. The mandate connected investor priorities with organizational intervention and commercial and product execution.
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