For sponsors with platforms in wholesale distribution, multifamily housing, CRE leasing, or golf course and club operations, we run the same four stages at each company. A Risk AFA (Authorization for Action) at every platform: prioritized items, named owners, one item finished before the next renewal submission, built on risk data we compile and maintain for that industry. Then we do the work with each management team, place coverage around the result, and report progress on one calendar: a six-month stewardship report and a renewal strategy meeting per platform, every year. The operating partner sees the same scorecard everywhere.
ContactA portfolio operating asset. At acquisition, the Risk AFA gives you a prioritized view of a target’s cost of risk and what it would take to lower it, inside the first hundred days. Post-acquisition, every platform runs on the same plan and the same cadence, so program-structure questions (one master program, or one per platform) get answered with evidence rather than opinion. Each stewardship report shows which items are done and what they changed.
A value-creation thesis LPs can see. Most sponsors cannot describe how they manage commercial risk across the portfolio. You can: a documented action plan at every platform, hands-on work to carry it out, and a stewardship record each year showing cost of risk moving in the right direction. That record is evidence of operational discipline for the next fund, and at exit it is the file an acquirer’s diligence team asks for first when it comes to commercial risk.
Thirty to sixty minutes with the fund principal on how the four stages map to your portfolio. No cost, no pitch.
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