Post-Close Execution Support
For Private Equity
The execution partner your value creation plan actually needs.
Operating Partners call us when post-close execution is already slipping — or before it does.
We embed inside portfolio companies, install governance, and drive the results you underwrote. No advisory. No overhead. Ownership.
Operating Partners Engage Us When They Hear This From Portfolio Companies
Execution risk is already visible. The question is how long it goes unaddressed.
- Integration is 60 days behind and no one owns it -> Post-close chaos is our primary entry point.
- Synergies are defined. Nobody is tracking them ->We install the governance to make them real.
- The ERP/CRM migration is over budget and stalled -> We take the wheel on tech implementation execution.
- Board reporting lacks credibility. We can't defend our numbers ->We build board-ready dashboards in under 2 weeks.
- The CEO and our operating team aren't aligned -> We hold the political middle and translate the mandate.
- We can't justify a full-time exec hire for this phase -> Our embedded model delivers exec authority without the overhead.
If you’re seeing even one of these, value erosion is already in motion.
Diagnose Portfolio Execution Risk
Every week of execution stall-out has a dollar value. Most PE firms don’t calculate it until EBITDA misses are already on the board deck. We help you get ahead of it.
Identify where execution is breaking down and how quickly it can be stabilized.
Typical response within 24 hours.
Immediate support available for at-risk initiatives.
Metric-Driven Outcomes
We Stabilize Post-Close Execution Before It Hits EBITDA
5280 PMO embeds execution authority inside portfolio companies to recover momentum, install control, and convert strategy into measurable financial outcomes.
There are many complexities involved with carve-outs and spin-outs—and you need each phase executed flawlessly.
20-40 %
Reduce time-to-synergy
30 Days
Recover stalled initiatives
2 WKS
Establish board-ready reporting
Fast
Restore execution accountability across leadership
What Changes Within the First 30–60 Days
Effective governance in your post merger & acquisition integration strategy can lead to more accountable and aligned operations.
- Leadership shifts from status tracking to decision-making within 2–3 reporting cycles
- Clear ownership replaces cross-functional ambiguity
- Weekly progress becomes measurable and predictable
- Execution risk becomes visible and actively managed
- Initiatives move from stalled to advancing
Time to Execution Stability
Where We Engage Across the Deal Lifecycle
Pre-Close
- Execution risk assessment
- Integration planning validation
Mid-Hold
- Value creation acceleration
- Initiative recovery and oversight
0–100 Days
- Post-close execution stabilization
- Governance and reporting activation
Pre-Exit
- Execution cleanup
- KPI alignment and reporting confidence
How We Take Control of Post-Close Execution
We don’t manage projects. We take ownership of outcomes.
- Clarify outcomes and risks
- Install governance and accountability
- Drive execution cadence
- Confirm measurable results
Why Firms Choose 5280 PMO
Authority
Real stories, Real results
Our clients say it best. From complex integrations to high-stakes transformations, here’s how 5280 PMO helped turn challenges into measurable wins.
Kevin Curry
Chief Revenue Officer
Reed Group, a Guardian Company
“Working with Ceneé of 5280 PMO consistently delivers results that move the needle. At ReedGroup, she not only supported the enterprise PMO, she drove it forward, leading complex software implementations, launching new products, and streamlining operations with measurable impact. She handled specialized client needs with precision and speed, consistently delivering tailored solutions.
During two major M&A transitions, Guardian Life’s acquisition of ReedGroup and ReedGroup’s acquisition of AON’s Leave Management business, Ceneé played a key role in aligning teams, integrating systems, and maintaining momentum, ensuring both transitions stayed on track.
She also led the full transition for a new building, overseeing planning, vendor coordination, and move-in logistics with clarity and accountability.”
Scott Dickson
Chief Information Officer
Autism Learning Partners
“I was brought in to transform and build out key technology capabilities for a rapidly expanding Healthcare organization. 5280 was a strategic partner in that multi-year journey. They brought key portfolio management capabilities and valuable insight across a spectrum of technology functions. Whenever I had a resource or skills gap, 5280 PMO jumped in and provided insights and resources to keep us on track toward our Business and Technology goals. Their services were top-notch, and they always generated a high ROI.”
Sally Chavez
Human Development Director
ListenTrust
Jason Cole
Da Primus Consulting
“5280 PMO built a highly effective team that managed development projects across multiple commercial products and technology initiatives. They played a critical role in rescuing major clients and led a year-long, multimillion-dollar acquisition project, integrating technology and service centers for a company three times our size. Mobilizing over 50 people, 5280 PMO completed the project on time, avoiding significant penalties and ensuring a smooth transition.”
David Thurow
Client Outcomes | Social Impact | Business Agility
Prosono
“I worked under 5280 PMO’s leadership for over a year as we transformed an organization from a small local healthcare company to a global player in the industry. 5280 built and matured an enterprise PMO from the ground up, and to date, it is the single most effective ePMO I have worked with in 13 years of consulting.”
Dan Wolf
Guardian Life Insurance
“In my years of working with 5280 PMO, I was consistently impressed by their leadership and ownership on multi-million-dollar projects. Unlike other project managers, they understood the technical aspects critical to tracking progress and mitigating risk, which kept us on time and within budget. 5280 PMO took personal responsibility for each project’s success, providing value at every stage and ensuring that resources were efficiently managed. They added serious value and accountability throughout the project lifecycle.”
Internal Auditor
Financial Services Firm
“Before my current role in Internal Audit, I worked on many large-scale technology programs; few were as well planned, organized, or effectively managed as this transition of application ownership from the incumbent vendor. The effort reflected disciplined execution, strategic foresight, and strong leadership throughout.
Your guidance was a key driver of the team’s success, and I hope we continue to benefit from your expertise in the future. Well done, and thank you for setting such a high standard.”
The People Powering 5280 PMO
Tyler Lie
“I had the opportunity to work closely with Tyler Lie during a period of significant technology and operating model transformation, and he was a key driver of progress throughout.
Tyler played a central role in large scale technology simplification efforts, supporting system rationalization, migration and outsourcing strategy, cost efficiency analysis, and the preparation of clear, decision ready materials for senior leadership and an executive steering committee.
He regularly led complex working sessions, developed core strategy and governance artifacts, and helped align diverse stakeholders on both direction and execution.”
– Oneal Philoppos, Head of Production Operations
Transamerica
How We Identify and Contain Execution Risk
We don’t manage projects. We take ownership of outcomes.
- Execution Gap Index™ – measures distance between strategy and execution reality
- Cost of Delay Curve – quantifies financial impact of stalled initiatives
- Time-to-Value Compression Model™ – accelerates realization of deal thesis
Execution Leadership Without Adding Overhead
We function as temporary execution infrastructure inside your portfolio companies.
- No permanent headcount
- No advisory-only engagement
- Direct accountability for outcomes
Execution Issues Don’t Self-Correct
Still have questions about how we engage? The sooner we look, the less it costs.
Private Equity Execution Services FAQs
Weeks, not quarters. We typically complete an execution risk assessment within the first 1–2 weeks, establish governance and accountability by Weeks 2–4, and implement active program controls within the first 30–90 days. Most engagements produce measurable operational visibility and execution improvements before EBITDA is impacted.
Mesa Labs: “We needed an ERP and HRIS migration completed in under six months with a 40% headcount increase. 5280 PMO landed it on time and on budget.”
5280 PMO embeds senior execution leaders into portfolio companies to stabilize initiatives, align stakeholders, and drive measurable progress from strategy through execution.
Consulting firms deliver strategy and exit. Staffing firms place a body. We install execution authority and own outcomes. Our people sit inside your portfolio company’s leadership team, operate inside their systems, and are accountable to your value creation plan — not just a statement of work. We don’t leave when the slide deck is done.
Yes. We offer three partnership tiers: Portfolio Execution Layer (embedded PMO across active portfolio companies with standard governance playbooks), Transformation Co-Execution (joint delivery on AI and tech transformation engagements), and Preferred Stabilization Partner (on-call authority for distressed or high-friction situations). Operating Partners tell us the portfolio-level model is our fastest-growing engagement type.
Board-ready visibility is built into our model from Day 1 — not retrofitted. You get structured reporting cadences, executive dashboards, and direct accountability updates on execution velocity, milestone progress, and EBITDA-protective actions. Most PE sponsors have clear reporting within the first two weeks of engagement. No more asking the portfolio CEO what’s going on.
Both — and across the full hold period. Pre-LOI: diligence coordination, operational readiness assessment, risk surface mapping. Day 1: TSA governance, executive alignment, dependency mapping. Mid-hold: value creation acceleration, initiative recovery. Pre-exit: KPI alignment, reporting confidence, execution cleanup. Firms that bring us in early avoid the 30–90 day delay that compounds into missed milestones.
It’s our most common entry point. Stalled initiatives are recoverable — delay makes them less so. We run a rapid execution gap diagnostic, surface what’s actually broken (governance, accountability, cadence, or all three), and install control fast. Most recovered programs show measurable forward progress within 30 days. We don’t need perfect conditions — we create them.
We are temporary execution infrastructure — by design. Our goal is to leave the organization stronger and more capable than we found it. When we exit, the governance model, accountability structure, and execution cadence remain. Portfolio company leadership can sustain it without us. We define exit criteria at engagement kickoff, so there is no ambiguity about when and how we transition out.
