IT Leadership Built for PE Rollups
Multiple acquisitions, mismatched ERPs, rising integration costs—your rollup needs senior IT guidance tailored to PE timelines and exit goals.
Built for Private Equity Rollups
Traditional IT playbooks don't work when you're integrating 5-15 acquired companies, each with its own ERP, vendors, and technical debt. Rollup IT requires fast, confident decisions that balance cost synergies, integration risk, and exit readiness. We work only with PE-backed rollups, translating board expectations into pragmatic roadmaps while keeping every acquired business running during consolidation.
Our Services
Specialized consulting services designed for the unique challenges of PE-backed rollup companies.
Fractional CIO
Senior IT leadership for multi-entity rollups—board reporting, vendor consolidation, integration oversight—without a full-time exec on payroll.
IT Leader Shadow Coaching
Coaching your IT managers to handle PE board expectations, multi-company integration, and high-stakes decisions during rapid rollup growth.
IT Leadership Capability Assessments
Rapidly assess whether target or incumbent IT leaders can scale through 3-10 more acquisitions and lead integration confidently.
ERP Planning
Clear roadmap to consolidate 5-15 ERP systems, balancing disruption, cost, and risk while sequencing migrations that operations can handle.
IT Cost Optimization
Find and capture cost synergies—vendor consolidation, contract renegotiation, infrastructure rationalization—within PE hold-period timelines.
IT Strategy Review
Align IT spend with value-creation plans and exit readiness so technology supports valuation instead of dragging it down.
IT Due Diligence
Fast, deal-timed IT assessments that surface risks, integration complexity, and synergy opportunities before you sign.
Why Rollup IT Is Different
Managing IT for a rollup isn't the same as running IT for a single company, no matter how large. Each acquisition brings its own systems, vendors, technical decisions, and accumulated technical debt. The challenge isn't just managing technology—it's managing the compounding complexity of integrating 5, 10, or 15 different technology environments under aggressive timelines and cost pressures.
- •Integration complexity that compounds with each deal: By your third acquisition, you're not just integrating three systems—you're managing the interaction between all previous integration decisions and the new acquisition.
- •Cost synergy pressure that traditional IT leaders don't face: PE firms expect cost savings from IT consolidation, typically 15-30% of combined IT spend within 18-24 months.
- •Exit readiness requirements tied to specific timelines: Every IT decision needs to consider the 3-7 year exit horizon. Will buyers see IT as an asset or a liability?
- •Leadership gaps that single-company experience doesn't fill: An IT leader who successfully managed a $200M single-entity company often struggles when managing IT across 10 acquired $20M companies.
You need senior expertise that has navigated rollup IT complexity before, but you don't need multiple full-time CIOs across your portfolio. Fractional and advisory support provides the pattern recognition and strategic guidance you need without the overhead of permanent executives learning rollup IT on your dime.