We've sat in the operator's chair inside PE-backed businesses. We know what good looks like — and what gets in the way.
When a deal team asks "can this management team actually deliver the plan?" — we're the people who help you answer that question. And when the answer is "not yet" — we're the people who help fix it.
Private equity in consumer and retail is operationally intensive. The thesis might be brilliant, but value creation lives or dies in execution — in stores, in digital, in supply chains, in the day-to-day commercial decisions that compound over a hold period.
We work with PE firms because we've done the jobs that portfolio company leaders do. We've managed the P&L under board pressure. We've delivered the 100-day plan, not just written it. We've sat across the table from vendors who know you need them, and still negotiated the deal. That experience means we can see problems early, move fast, and focus on the 20% of actions that actually shift the numbers.
We're not a large firm with a bench of junior associates. When you engage Remit, you get senior operators who've run businesses at scale — and who speak your language. EBITDA, MOIC, operating leverage, margin bridge, exit readiness. We don't need a glossary and we don't need a month to get up to speed.
How we support across the deal lifecycle
We partner with PE firms at every stage of ownership. Here’s what that looks like in practice.
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PRE-DEAL
Operational Due Diligence
Before you commit capital, you need to know whether the operational reality matches the management presentation. We assess supply chain maturity, commercial capability, management bench strength, and — critically — whether the value creation plan is actually achievable or just a well-formatted spreadsheet.
We give deal teams a clear-eyed, operator's view of risk and upside — not a consultant's opinion.
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FIRST 100 DAYS
Value Creation Planning
The first 100 days set the tone for the entire hold period. We work alongside incoming management to translate the investment thesis into an executable plan that the board can track and the team can deliver. Prioritised initiatives, clear owners, measurable milestones — and an honest assessment of what's realistic in what timeframe.
The difference between a plan that builds board confidence and one that erodes it is in the detail.
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HOLD PERIOD
Operational Acceleration
This is where most of the value is created — and where most advisory firms fall short. We don't hand over a deck and disappear. We embed alongside the leadership team, rolling up our sleeves on the initiatives that actually move the P&L: commercial growth, vendor negotiations, supply chain fixes, COGS reduction, and the organisational changes that unlock performance.
We stay until the results show up in the financials, not just on the dashboard.
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PRE-EXIT
Exit Readiness & Value Crystallisation
Every buyer and their advisors will stress-test the growth story. We help prepare businesses so the operational substance matches the narrative: clean data, sustainable margins, scalable processes, a credible forward plan, and a management team that can articulate it under scrutiny. The goal is a business that buyers compete for — not one they discount.
The best exits start 18 months before the process begins.
What we actually bring to your portfolio
Five things Operating Partners tell us they value most:
We speak your language without needing a translator.
EBITDA bridges, margin waterfalls, MOIC sensitivity, operating leverage — we've built these models and delivered against them. Board packs, IC presentations, lender updates — we know the cadence and what matters at each stage.
We've been the operator, not just the advisor.
There's a difference between advising on a vendor negotiation and sitting across the table from a supplier who knows you need them. We've managed the P&L, led the team, delivered the transformation, reported to the board, and dealt with the consequences of decisions. That means our advice is grounded in operational reality, not theory.
We move at PE pace, not consulting pace.
You don't have three years and you don't have unlimited budget. We get it. Our typical engagement creates measurable, reportable impact within 90 days. We prioritise ruthlessly, focus on the levers that actually move the number, and don't burn time on work streams that look good in a status update but don't shift EBITDA.
We flex to what the situation needs.
Sometimes you need a sounding board for the Operating Partner. Sometimes you need someone embedded full-time in the portfolio company. Sometimes you need an interim MD while you find the permanent hire. We scale up and scale down based on what the business actually needs — advisory, embedded, or interim leadership.
Deep sector knowledge in where PE capital is deployed.
We focus exclusively on consumer-facing businesses — retail, hospitality, consumer brands, and adjacent sectors like telco retail. These are the sectors where operational improvement has the highest value creation potential, where small commercial gains compound fastest, and where we have decades of hands-on experience. We don't dabble in sectors we don't know.
ADVISORY
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Ongoing advisory to the Operating Partner or portfolio company board. Typically 2–4 days per month. Due diligence, board attendance, strategic input on key decisions.
EMBEDDED
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Full-time or near full-time embedding alongside the management team. Typically 3–9 months. Driving specific initiatives — procurement, commercial, supply chain, integration.
INTERIM
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Interim CEO, MD, or COO while you recruit the permanent hire — or to stabilise and accelerate before bringing in the long-term leader. Typically 6–12 months.
