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For PE operating partnersPre-close to exit

Bring acquired revenue systems together.Give the 100-day plan a working foundation.

An add-on can leave different customer definitions, product catalogs, billing paths and no trusted ARR view. StreamForce brings the operating model, data and systems together in a sequenced integration program. LEVR guides the best-practice processes and measures; AI-SDF for GTM supports governed execution across the approved workstreams.

Book a scoping call See the LRN engagement
$240M+
enterprise value generated across clients
18
business integrations delivered
5–7 → 1
days from lead to quote at LRN
12
private equity sponsors served

The diligence problem

The systems work starts before the synergy shows up.

Situation and complication

The clock starts at close

  1. Month-end close, quoting and reporting may depend on manual reconciliation across acquired systems.
  2. The integration plan needs clear owners, decision points and a baseline the sponsor can track.
  3. Conflicting product, contract and billing data makes it difficult to establish a trusted ARR baseline.
Resolution

One quarter, one team

  1. Prioritized work sequenced around the 100-day plan.
  2. The target outcomes, baseline and measurement method agreed in the SOW before work begins.
  3. One accountable team across CRM, quoting, billing and reporting.

From thesis to delivery

A repeatable model for the 100-day plan.

The integration plan needs better operating processes, measurable efficiency gains and a delivery record your portfolio team can inspect. These are the two assets behind that work.

01 · Improve the process

LEVR

Apply best-practice-enabled lead-to-revenue processes across the acquired business, adapt them to its operating model and measure efficiency gains against a baseline.

For the sponsor and portfolio leadershipExplore LEVR →
02 · Deliver the program

AI-SDF for GTM

Coordinate approved process, data and system workstreams with reviewable evidence. Business and technical owners retain decisions and release control.

For the delivery and technology teamSee AI-SDF for GTM →

Where to start

Find the handoff before you forecast the recovery.

An acquisition can leave duplicate product catalogs, conflicting ARR definitions and several billing paths. We identify the records and owners behind each gap, then agree a baseline and a value case with your team.

Use the revenue operations diagnostic →

Across the hold period

Four points where we can support the hold period.

Due diligence

GTM maturity assessment, CRM and data quality audit, revenue quality on ARR, NRR and churn, integration complexity mapping.

Value creation

GTM Health Check, CPQ and data priorities, sponsor reporting and rep productivity work sequenced with the portfolio team.

Transformation

Lead-to-revenue transformation, M&A integration, finance automation, RevRec, customer health and expansion.

Exit readiness

ARR and RevRec cleanup, data room preparation, board-ready reporting pack, clean audit trail.

How we start

Two steps, agreed in writing before any work begins.

The 20-minute scoping call is complimentary. A GTM Health Check or transaction diligence assessment is a separately scoped, paid engagement.

Step 01 · No cost

Confidential scoping call

  1. A 20-minute conversation with an Enterprise Architect, not a sales rep.
  2. We pressure-test the likely opportunity and say whether a paid assessment is warranted.
  3. No deliverable promised, no preparation required, under NDA on request.
Step 02 · Fixed fee

Rapid Diligence Assessment

  1. A fixed-fee engagement, 2 to 4 weeks, scope agreed in writing before work starts.
  2. Quantified opportunity and integration read, with a prioritized value creation plan.
  3. A delivery estimate you can take to the board.

Representative engagement

Selected engagements. Scroll →
LRN · PE-backed M&A · Leeds Equity

LRN, post-acquisition integration and quote transformation

Multiple CRMs and PSAs and 800 SKUs requiring rationalization across NORAM, LATAM, EU, MEA and APAC, a five to seven day quote cycle, a manual close and new reps who could not sell. The board wanted ARR visibility and integration inside 100 days.

$30M+
across 2 M&As at LRN
-90%
Month-end close time
3 wks
Reps selling

“Their delivery model gave us predictable cost and velocity across multiple portfolio companies.”Operating Partner, PE firm

The pattern

Compressed timelines, numbers agreed up front

Across all work to date StreamForce has generated $240M+ in enterprise value across 25+ companies and 10+ industries. Each engagement agrees target outcomes and how they will be measured in the SOW and leaves behind a playbook the next portfolio company inherits.

$240M+
Enterprise value generated
25+
Companies served
120+
Certifications

The next step

Bring us the thesis. We will tell you what is recoverable.

A confidential 20-minute scoping call with an Enterprise Architect. No deliverable promised, no cost.

Book a scoping call
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