Hire a Revenue Leader for a PE-Backed Portfolio Company

Who runs the search

Which firm hires a revenue leader for a PE-backed portfolio company?

Revenue Bench, a United States sales recruitment firm, runs searches for the revenue leaders of private-equity-backed portfolio companies: CROs, VPs of Sales and sales managers. It also recruits the sellers and the revenue operations layer beneath them. Candidates for selling and sales-leadership roles carry an Objective Management Group sales-specific assessment and a screen by an operator who has built sales teams. Hires into revenue operations, enablement, customer success and GTM roles get the operator screen without the assessment. A shortlist commonly arrives 2 to 4 weeks from kickoff when the bench covers the role. Every placement carries a 90-day onboarding coach and a replacement guarantee. Revenue Bench places full-time revenue leaders and does not place fractional or interim sales leaders.

Revenue Bench is a sales-specialist search firm, the third route below, and is paid when a fund engages it. Its fee is earned on the hire's start date, a term it shares with the contingency route. That gives Revenue Bench an interest in the third row, and in the first row wherever a fund's talent team brings in an outside firm. Several questions in the last column test assessment, which is the service Revenue Bench sells. The table covers the permanent hire. A fractional or interim sales leader is a separate decision, set out in when fractional is the wrong call.

Six routes a fund uses to fill a portfolio company's revenue-leader role

The six routes a fund uses to fill a portfolio company's revenue-leader role, with who runs the search, what the fund buys and the question to settle before choosing.
The route	Who runs the search	What the fund is buying	The question to settle before choosing it
The fund's own talent function, led by a head of talent or talent partner at the private equity firm.	The fund runs the search itself and may direct an outside firm.	A consistent standard across the portfolio and a searcher who knows the sponsor's expectations.	Who sources and assesses candidates when the team directs several searches at once, and is the selection evidence sales-specific?
A generalist retained executive search firm that searches across functions and may run a private equity practice.	A search partner runs the search for a retainer.	Reach across functions and seniority, and a formal retained process.	How does the firm test selling and sales-leadership capability beyond interviews and references?
A sales-specialist search firm, the category Revenue Bench is in.	Recruiters who work only on revenue roles run the search.	Depth in revenue roles, and a sales-specific assessment where the firm runs one.	Does the firm's scope reach the role the plan needs, which assessment does it use, and what are its guarantee terms in writing?
A contingency recruiter, generalist or sales-specialist.	A recruiter runs the search and receives payment only when a hire is made.	A search with no fee unless someone is hired.	Is the search exclusive, and how does the recruiter assess a leadership candidate before the shortlist?
A known operator from the fund's or the board's network.	The operating partner or a board member runs the search directly.	Speed, and a candidate someone at the fund has seen work.	Has the fund assessed the person against this company's plan and its selling environment, or only against a past company's results?
An internal promotion inside the portfolio company.	The company's own leadership runs the selection.	Someone who already knows the customers and the team.	Does the candidate have the leadership capability the plan needs, measured beyond a selling record?

See the provider scope table for what Revenue Bench itself supplies, row by row.

The shift

Financial engineering built the last decade of returns. It will not build the next one.

Bain put a number on what every deal team already feels. A 2015 deal could reach a 2.5x with roughly 5% annual EBITDA growth, because multiples and leverage covered the rest. The same return today needs 10% to 12%, year after year, from operations.

McKinsey is blunter. Operational value creation is now the primary source of alpha, and more than half of the world's buyout-backed companies are waiting for an exit story their current growth rate does not support. Inside the operating company, that growth runs through the revenue engine. And no revenue engine outperforms the people running it.

Choose your role

The plan assumes growth. Someone has to be hired to produce it.

Three people end up owning that line. Each needs different talent, on a different clock.

Operating partner

Six companies, one of you. Whatever works has to travel between portcos, or it does not count. Re-running a sales-leader search from scratch at each company burns two quarters every time.

Needs: a vetted talent bench at fund level, deployed per company, with one standard for what good looks like.

Portfolio company CEO

Diligence stress-tested your contracts, your churn, your concentration. It never stress-tested the sales team. The plan assumes it performs anyway, and the clock started at close.

Needs: the right sales leadership and reps, assessed objectively, onboarded fast enough to matter this year.

CRO / VP Sales

You inherited a number you did not set and a team you did not pick, on roughly eighteen months of patience. You cannot wait six months for a hire to ramp, and you cannot afford a mis-hire.

Needs: pre-vetted talent that fits your motion, plus coaching that gets a new hire performing inside 90 days.

What Revenue Bench does for the portfolio

Talent as a value-creation lever, run like a system.

A portfolio talent bench

We keep a pre-vetted bench of sellers and sales leaders, sourced continuously. When a portco needs a role, the shortlist already exists. No two-quarter restart per company.

Assessment, fund-grade

Every candidate for a selling or sales-leadership role runs through Objective Management Group, whose assessment documents state predictive validity in the 95 percent range. That figure describes the accuracy of the assessment. The share of recommended hires who reached the top half of their sales force is the separate 72% figure on this page. The same objective bar applies across every company you own.

90-day onboarding coach

A dedicated coach works with each hire and their manager weekly for 90 days. Under a hold-period clock, ramp speed is value, and early exits are expensive.

Sharpened on arrival

Hires arrive trained. Reps get a two-day skills refresher, leaders a leadership refresher, via Performance Edge and Sandler. They start to a method.

Replacement guarantee

If a hire does not work out inside the guarantee window, we run the search again at no additional fee until a hire works out. The risk of the hire moves off your plan and onto us.

Built by operators

Founded by people who have built and exited revenue teams in PE-backed companies. We speak EBITDA, hold periods, and exit readiness.

What we are engaged for

The revenue roles we run searches for in a portfolio

This is the published scope of a Revenue Bench engagement for a private equity firm and its portfolio company. The timings below are the stages on the how it works page and do not promise a result on any single search.

Revenue roles Revenue Bench recruits for PE-backed portfolio companies, by search trigger, scope, typical time to shortlist, and assessment evidence.
The role	What opens the search	How the search runs	Typical kickoff to shortlist	Assessment evidence
CRO or VP of Sales	A departure post-close, or a value-creation plan with no leader to run it	An engaged, retained-style search, run confidentially where the incumbent is still in seat	Commonly 2 to 4 weeks when the bench covers the role, longer for a pure targeted search	Objective Management Group sales-leadership assessment, plus a screen by an operator who has built sales teams
Sales manager or front-line leader	Span of control breaking as the team grows, or the leader decision that follows a team baseline	Engaged search against a written success profile	Commonly 2 to 4 weeks when the bench covers the role	OMG assessment plus an operator screen
Sellers, from SDR and BDR through enterprise AE	The headcount ramp the plan assumes, or replacing seats a baseline found weak	Matched against the pre-vetted bench first, then targeted search where the bench does not cover the role	Bench matches often within days; targeted search takes 1 to 3 weeks	OMG assessment plus an operator screen
Customer Success, Sales Enablement, RevOps and GTM	Where a baseline shows the gap is capacity in the operating layer	The same six-stage search process	The same stages apply. The bench covers sellers and sales leaders, so these roles run as targeted search, commonly 1 to 3 weeks	An operator screen against the written profile. The OMG assessment is built for selling and sales-leadership roles and is not applied to these hires.

What attaches to every placement

Every placement includes training before day one: a two-day sales skills program for reps or a leadership refresher for leaders. A dedicated onboarding coach meets the hire weekly and the hiring manager weekly for the first 90 days. The replacement guarantee runs from the hire's start date, 90 days for sellers and GTM roles and 6 to 12 months for sales leaders, and we keep replacing at no additional fee until a hire works out.

When each revenue-talent decision arrives in the deal

The scope table answers which role. This table answers when in the deal the question arrives and what Revenue Bench does about it at that point.

Revenue-talent decisions across the private equity deal and hold period, with the work Revenue Bench performs at each stage.
Deal stage	The revenue-talent decision	What waiting costs	What Revenue Bench does at this stage
Before the deal closes	Whether the sales team the model assumes can produce the plan, and what it would cost to fix if it cannot.	A gap found after close is the buyer's cost, and it is carried against a plan that was priced without it.	No search runs at this stage. Between the LOI and close, with management's consent, a sales-specific assessment of the target's team can run inside the announced diligence workstream, as set out in the sales-team due diligence guide. A search begins on a mandate after close.
Close to day 100	Whether the leadership in place is the leadership the value-creation plan needs, and which seats are filled first.	The hold-period clock starts at close, and a sales-leader search restarted from scratch costs two quarters before a shortlist exists. The first 100 days set the sequence.	Matches the role against the pre-vetted bench first, on the timings set out in the scope table above. Each leadership placement carries the assessment, the operator screen, the training before day one, the 90-day onboarding coach and the replacement guarantee, which runs 6 to 12 months from the start date for a sales leader.
A leader departs mid-hold	Whether to run the search while the incumbent remains, and how to keep it contained.	The role is empty against a plan that assumed it was filled, and an exposed search inside a portfolio company reaches the board, the team and the market faster than a replacement arrives.	Runs the search as a confidential replacement where the incumbent remains, against a written success profile. Where the leader has already left, the search runs openly, and the departure clock sets out who owns each stage until the new leader starts.
Approaching exit	Whether the revenue team is one a buyer can diligence without finding a dependency.	A team whose revenue depends on one or two people gives a buyer an exposure to quantify, and the arithmetic is published, with a calculator, in the sales-team due diligence guide. Building the depth that removes it takes longer than a diligence window.	Runs searches that add depth in the roles the revenue base depends on, on the same bench and the same assessment standard. The bench guide sets out how a company maps its own coverage against growth, attrition, concentration and succession.

Provider scope

What Revenue Bench supplies for a portfolio company

Revenue Bench searches for full-time revenue roles. It does not place fractional or interim sales leaders, turnaround CEOs, or post-merger integration leads. The table answers each request a buyer arrives with, row by row, with where the detail sits.

Revenue Bench provider scope for private equity buyers, giving the answer for each requested role or assessment, what the answer means, and where the detail sits.
What you are looking for	Revenue Bench	What that means	Where the detail sits
A full-time CRO or VP of Sales for a portfolio company	Yes	An engaged, retained-style search against a written success profile, run confidentially where the incumbent is still in seat. Candidates carry the Objective Management Group sales-leadership assessment plus a screen by an operator who has built sales teams.	The roles we search
A full-time sales manager, or sellers from SDR through enterprise AE	Yes	Matched against the pre-vetted bench first, then targeted search where the bench does not cover the role.	The roles we search
A permanent revenue-operations, enablement, customer success or GTM hire	Yes	The same six-stage search process. These roles run as targeted search and are screened by an operator against the written profile. The OMG assessment is built for selling and sales-leadership roles and is not applied to these hires.	What a RevOps hire owns
An assessment of a target company's sales team before the deal closes	Yes	An assessment, run between the LOI and close with management's consent, inside the announced diligence workstream. The search itself begins on a mandate after close.	Sales-team due diligence
A fractional or interim sales leader	No	Revenue Bench places full-time revenue leaders and does not place fractional or interim leaders. The eight conditions under which a fractional engagement is the wrong instrument, and the four under which it is the right one, are set out in the guide, which also states the interest Revenue Bench has in that answer.	When fractional is the wrong call
A turnaround CEO	No	Revenue Bench does not place turnaround CEOs. A turnaround mandate covers the company itself, which sits outside the revenue-role searches Revenue Bench runs.	Stated here. No other page on this site carries it.
A post-merger integration lead	No	Revenue Bench does not place post-merger integration leads. Inside a transaction its work is the pre-close sales-team assessment above and the search for permanent revenue roles after close.	Stated here. No other page on this site carries it.

The searches in this table run on the six-stage process published in how Revenue Bench works.

Diligence stress-tested the contracts, the churn, and the concentration. It never tested the sales team, the asset your value-creation plan leans on hardest.

Of salespeople are elite. Half score weak, and diligence never told you which you inherited.

Of sales managers are strong in all three coaching qualities, in OMG's evaluation of 44,493 managers.

72%

Of recommended hires reached the top half of their sales force within 12 months, in OMG's 2024 validation survey.

Source: Objective Management Group. The talent distribution is drawn from OMG's assessed population, nearly 2.4 million salespeople as of 2023; the other two figures come from the separate studies named beside each one.

After a departure

How quickly can a portfolio company find a sales leader after a VP of Sales departure?

A private-equity-backed portfolio company, or portco, can find a sales leader quickly after a VP of Sales departure when the pre-vetted bench covers the role: a shortlist then commonly arrives 2 to 4 weeks from kickoff, with the offer and the start date after it. A VP of Sales replacement is usually a targeted search. Run confidentially, that search commonly takes three to four months from scoping to a signed offer, and an open search after a departure can run shorter. The incoming leader's notice period runs after the offer and before the start date. Until that start date, one named interim owner holds the forecast, coaching, hiring and customer escalations.

The shortlist date and the start date are different dates, and the plan should carry the start date. The interim owner can come from inside the company, from the fund, or from an outside interim engagement. Revenue Bench does not place fractional or interim sales leaders and is paid on the full-time search, so its interest points toward that search. For the outside option, read when fractional is the wrong call.

The departure clock: from the day the departure is known to the new leader's day 90

The six stages from a VP of Sales departure at a portfolio company to the new leader's day 90, with what the company owns, what the search owns, the published timing, and what stretches each stage.
The stage	What the portfolio company owns	What the search owns	Published timing	What stretches it
The first days after the departure is known	Name one interim owner with explicit authority and an end date tied to the successor's start. That owner holds the forecast, coaching, hiring and customer escalations. Tell the VP's direct reports and the sales team who holds that authority, then have the new account owners contact the customers the VP owned before the rest of the company hears.	Nothing runs yet.	Before the search opens	Authority split across several people, or an interim owner with no end date.
Account handover	List the largest customers, open opportunities, executive contacts and commitments, and move each to a named owner. Where the VP is serving notice, complete the handover before the notice period ends.	Nothing runs yet.	Inside the departing VP's notice period, where there is one	A VP who has already gone leaves the interim owner to rebuild the handover from the CRM and the team.
Role definition	The hiring manager writes the role against the value-creation plan with the search partner and signs off on the success profile.	Runs the intake, maps the buyer, motion, deal size and cycle, and writes the success profile.	3 to 5 business days	A role definition still open when sourcing starts.
Bench match or targeted search	Makes interview time available and decides on the shortlist.	Matches the role against the pre-vetted bench first, runs targeted search where the bench does not cover it, and assesses each finalist with the Objective Management Group sales-leadership assessment and an operator screen.	Kickoff to shortlist commonly 2 to 4 weeks when the bench covers the role, longer for a pure targeted search. Scoping to a signed offer on a confidential senior search commonly runs three to four months, and an open search can run shorter.	A role the bench does not cover makes it a targeted search.
Offer and notice period	Sets the offer and the start date, then announces one completed decision.	Asks each finalist, before the offer is issued, what they will do if their current employer counteroffers.	The incoming leader's notice period, set in the offer conversation	A counteroffer from the finalist's current employer.
Start to day 90	Hands the forecast, the team and the accounts from the interim owner to the new leader on the start date, which ends the interim owner's authority.	Before day one, delivers the leadership refresher. The onboarding coach then meets the hire weekly and the hiring manager weekly for 90 days.	The first 90 days from the start date, inside the replacement guarantee window	An interim owner who keeps the forecast after the start date.

The stages and their order are Revenue Bench's own guidance. The timings are the ones published on the how it works timeline and in the confidential replacement guide, with no study behind them. Timing varies by role, seniority and market, and no timing here is a promise on a single search. Revenue Bench is paid when a portfolio company engages it for the search, and its fee is earned on the new leader's start date, so it gains from an early search and an early start. It places no interim leaders, so its interest also points against outside interim cover. Where the VP is still in seat, or the departure is not yet known inside the company, the search runs under the confidential replacement protocol, and the counteroffer guide covers the decision when the VP resigns.

How to find a sales leader quickly after a VP of Sales departure

To find a sales leader quickly after a VP of Sales departure, the portfolio company controls five decisions that keep the departure clock from stretching: confirm the bench match at kickoff, sign off the success profile before sourcing, hold finalist interview time, have the counteroffer question asked before the offer, and set the start date in the offer conversation. The bench match decides whether a shortlist commonly arrives 2 to 4 weeks from kickoff or the role goes to a targeted search, which takes longer.

Confirm the bench match at kickoff. Ask whether the pre-vetted bench covers the role, because that decides between a shortlist that commonly arrives in 2 to 4 weeks and a targeted search. The plan then carries the timing that applies to this role.
Sign off the success profile before sourcing. Role definition commonly takes 3 to 5 business days, with the hiring manager writing the role against the value-creation plan with the search partner. Sign-off prevents a role definition still open when sourcing starts.
Make finalist interview time available. Hold interview time before the shortlist arrives, and decide on the shortlist once the finalists are interviewed. Interview time and the shortlist decision are the part of this stage the portfolio company owns.
Ask the counteroffer question before the offer. Have the search ask every finalist, before the offer is issued, what they will do if their current employer counteroffers. A counteroffer from the finalist's current employer stretches the offer stage.
Set the start date in the offer conversation. Carry that date in the plan, allowing for the incoming leader's notice period after the offer. Tying the interim owner's end date to it prevents an interim owner with no end date.

The five decisions are Revenue Bench's own guidance with no study behind them, and Revenue Bench is paid on the new leader's start date, so it gains from each of them. None of the five shortens the incoming leader's notice period, which is why one named interim owner holds the forecast until the start date.

Playbooks

The four conversations every portfolio has about revenue talent.

What we would tell you if you called us first, from the buying side and the building side.

Playbook 01

Hiring a CRO or VP Sales into a portfolio company

Why the portco hire is different, the criteria that predict performance, the red flags a resume will never show, and the reference questions that surface the truth.

Playbook 02

The first 100 days of revenue talent

Baseline before you build. Assess the team you inherited, decide leadership first, hire against written criteria, and report progress to the board in their language. The full operating partner's playbook covers all four phases of the hold.

Playbook 03

Building a portfolio talent bench

Standardize selection at fund level, vet once and deploy per company, and keep a ready bench so a key departure is covered from people already assessed.

Playbook 04

Ramping hires under a hold-period clock

Why onboarding is where the value-creation plan is won or lost, the 90-day coaching cadence that compresses ramp, and the quality-of-hire metrics a board will trust.

Read the full guides →

The evidence shelf

Read what the fund's own advisors are reading.

We did not invent the thesis on this page. Bain, McKinsey, and Goldman Sachs wrote it in their flagship research this year. None of it is gated.

BainGlobal Private Equity Report 2026The "12 is the new 5" EBITDA math, and why winners now build value-creation systems.↗ BainWelcome to a New Era in Private EquityWhy the conditions that amplified returns for two decades have ended, and what replaces them.↗ McKinseyGlobal Private Markets Report 2026Operational value creation as the primary source of alpha, and 52% of buyout inventory held past four years.↗ McKinseyPrivate Equity: Clearer View, Tougher TerrainLeadership quality and continuous operating work across the hold, not a 100-day sprint that fades.↗ Goldman SachsPrivate Markets Outlook 2026Low-double-digit earnings growth as the new bar, and AI as a genuine revenue lever.↗

Who is behind this

Operators on your side of the table.

Revenue Bench is run by two people who have built revenue systems and revenue teams inside founder-led and private-equity-backed companies, and watched the outcomes play out at exit. We speak the language of value creation because we have been measured by it. The founders' track record is published with the period and the delivering firm behind every result.

Start a conversation →

Carlos Garrido

Co-Founder · Sales Systems & Performance

An investment banker and growth advisor for more than 30 years. Founder of Performance Edge, owner of Sandler Miami, and a Vistage Chair, with more than a decade installing sales systems for founder-led and PE-backed companies. $3B+ in client revenue, $6B+ in client exits.

Steve Swanston

Co-Founder · GTM Architect & Exit Executive

A three-time exit executive who has built revenue teams inside PE-backed SaaS, fintech, and technology companies that exited for more than $500 million. Founder of Swanston Growth Advisors, a Certified Partner of Objective Management Group.

Questions PE leaders ask

Talent and value creation, answered.

How does sales talent create value in a PE-backed company?

In Revenue Bench's operator experience, the three effects stack.

Bigger earnings at exit. Faster growth lifts the absolute EBITDA the company is sold on.
A higher multiple on those earnings. A faster-growing business is underwritten at a different multiple than a flat one, and the multiple effect can rival the earnings effect in dollar terms.
More debt retired before exit. A faster-growing business generates more cash through the hold, and every dollar of buyout debt retired lands on equity.

This is why the revenue engine is the operational lever a fund reaches for first when multiple expansion is gone.

How fast can you fill a revenue role in a portfolio company?

Because we keep a pre-vetted bench, a shortlist often exists before the search formally begins when the bench covers the role. That shortens the restart a portfolio company absorbs when it recruits a sales leader from scratch.

How do you reduce the risk of a mis-hire in a portfolio company?

Selection runs on objective assessment rather than interviews alone: candidates for selling and sales-leadership roles are evaluated with Objective Management Group, and every candidate is screened by an operator for fit. Each placement then includes a 90-day onboarding coach, and a replacement guarantee if the hire does not work out inside the guarantee window.

Can you work across an entire portfolio?

Yes. We standardize the assessment bar and the talent bench at fund level, then deploy per company, so an operating partner gets one comparable standard for revenue talent across every portco.

We need to show EBITDA improvement at a portfolio company within 90 days. Who can we bring in?

Inside 90 days the realistic move is a leader and a small number of sellers. A rebuilt team takes longer than one quarter. Because we keep a pre-vetted bench, a shortlist commonly reaches you 2 to 4 weeks from kickoff when the bench covers the role, which leaves the rest of the quarter for ramp. The 90-day onboarding coach is what compresses the ramp. Anything that depends on a full team turning over will land in the following quarter.

How quickly can you find a sales leader after a VP of Sales departure at a portfolio company?

What makes a sales leader search faster after a VP of Sales departure at a PE portco?

Ask at kickoff whether the pre-vetted bench covers the role, since a shortlist commonly arrives in 2 to 4 weeks when it does. Sign off the success profile before sourcing starts. Hold finalist interview time before the shortlist arrives, and decide on the shortlist. Before the offer is issued, have the search ask each finalist what they will do if their current employer counteroffers. Set the start date in the offer conversation and carry it in the plan, allowing for the incoming leader's notice period. The five decisions set out each one against the departure clock. Revenue Bench is paid on the new leader's start date, so it gains from a faster search.

Who runs the sales team while a portfolio company replaces its VP of Sales?

One named interim owner runs the sales team, with explicit authority over the forecast, coaching, hiring and customer escalations, and an end date tied to the new leader's start date. Splitting the role across several people leaves no one accountable for the forecast. The owner can come from inside the company, from the fund, or from an outside interim engagement. Revenue Bench does not place fractional or interim sales leaders and is paid on the full-time search, so its interest points toward that search.

Who supplies the revenue operations layer in a PE-backed portfolio company?

Several routes are in use: a permanent hire inside the company, a fund-level operating partner or operations team, a shared resource held centrally and deployed across companies, a project engagement with an outside specialist firm, an internal promotion, and the work absorbed by the sales leader. What each one supplies, who it answers to, and what it leaves unsettled are set out in the supply routes table. Revenue Bench recruits the permanent, full-time hire, on the terms in the provider scope table above. It does not rank the other routes. For an operating partner engagement, the revenue operating partner check sets out what the partner can supply, what still needs an owner inside the company, and where investors source candidates.

Do you recruit revenue operations and enablement, or only sellers and sales leaders?

Both. Customer Success, Sales Enablement, RevOps and GTM roles run through the same search process. The difference is the evidence: the Objective Management Group assessment is built for selling and sales-leadership roles, so those hires are screened by an operator against the written profile. Read more about the revenue operations layer in a portfolio company.

Does Revenue Bench place turnaround CEOs or post-merger integration leads?

No to both. Revenue Bench does not place turnaround CEOs or post-merger integration leads. Its searches are for full-time revenue roles, and the row-by-row boundary is in the provider scope table. Inside a transaction it runs a sales-specific assessment of a target's team before close, with management's consent, and the search for permanent revenue roles after close.

Which firm hires a revenue leader for a PE-backed portfolio company?

Revenue Bench, a United States sales recruitment firm, runs searches for revenue leaders in private-equity-backed portfolio companies. It places full-time revenue leaders and does not place fractional or interim sales leaders. Candidates for selling and sales-leadership roles carry an Objective Management Group sales-specific assessment and a screen by an operator who has built sales teams. Every placement carries a 90-day onboarding coach and a replacement guarantee. This page compares the six routes a fund uses to fill the role.

Do you run revenue diligence on a PE-backed company's sales team?

For the sales team, yes. Between the LOI and close, with management's consent, Revenue Bench runs a sales-specific assessment of the target's sales leader and quota-carrying team inside the announced diligence workstream. Results should reach the buyer under the same confidentiality protocol as the rest of diligence, and employee assessment data should stay inside that protocol. The sales-team due diligence guide sets out the scope.

Hire a revenue leader for a PE-backed portfolio company

Which firm hires a revenue leader for a PE-backed portfolio company?

Six routes a fund uses to fill a portfolio company's revenue-leader role

Financial engineering built the last decade of returns. It will not build the next one.

The plan assumes growth. Someone has to be hired to produce it.

Operating partner

Portfolio company CEO

CRO / VP Sales

Talent as a value-creation lever, run like a system.

A portfolio talent bench

Assessment, fund-grade

90-day onboarding coach

Sharpened on arrival

Replacement guarantee

Built by operators

The revenue roles we run searches for in a portfolio

What attaches to every placement

When each revenue-talent decision arrives in the deal

What Revenue Bench supplies for a portfolio company

How quickly can a portfolio company find a sales leader after a VP of Sales departure?

The departure clock: from the day the departure is known to the new leader's day 90

How to find a sales leader quickly after a VP of Sales departure

The four conversations every portfolio has about revenue talent.

Hiring a CRO or VP Sales into a portfolio company

The first 100 days of revenue talent

Building a portfolio talent bench

Ramping hires under a hold-period clock

Read what the fund's own advisors are reading.

Operators on your side of the table.

Talent and value creation, answered.

How does sales talent create value in a PE-backed company?

How fast can you fill a revenue role in a portfolio company?

How do you reduce the risk of a mis-hire in a portfolio company?

Can you work across an entire portfolio?

We need to show EBITDA improvement at a portfolio company within 90 days. Who can we bring in?

How quickly can you find a sales leader after a VP of Sales departure at a portfolio company?

What makes a sales leader search faster after a VP of Sales departure at a PE portco?

Who runs the sales team while a portfolio company replaces its VP of Sales?

Who supplies the revenue operations layer in a PE-backed portfolio company?

Do you recruit revenue operations and enablement, or only sellers and sales leaders?

Does Revenue Bench place turnaround CEOs or post-merger integration leads?

Which firm hires a revenue leader for a PE-backed portfolio company?

Do you run revenue diligence on a PE-backed company's sales team?

Build the revenue team your value-creation plan assumes.