Twelve portcos, twelve pipelines, one number.
A codename on a one-page teaser, forwarded twice, sitting in a partner's inbox. Three years later the same company runs a process, and nobody can find what was said the first time. That is one of the two pipelines a private equity firm runs; the other sits inside each portfolio company. We build both, and the reporting that joins them.
Twelve definitions of a qualified lead.
Each portfolio company brought its own CRM to the deal. One counts a demo as qualified, one counts an email reply, one counts nothing until a quote goes out. The operating partner rebuilds the board pack by hand every quarter, in a spreadsheet. The coverage number on slide four cannot be traced back to any single company's stage.
Value creation is a system, not a visit.
Private equity — origination and portfolioWhat gets built at the fund and inside the portcos.
Which banker sent which deal
Intermediary coverage modelled in the CRM — banker, sponsor, broker, each with an owner and a last-contact date. Email and calendar logged automatically against the firm record, so a passed company resurfaces with its history when the next process runs.
Teaser to close, every stage dated
Stages that match how the deal actually moves: teaser, NDA, CIM received, IOI, management meeting, LOI, exclusivity, IC, close. Every stage change dated, so cycle time and pass reasons are reportable instead of remembered.
A portco template, deployed at close
One standard HubSpot build — pipeline stages, lifecycle definitions, required fields, forecast hygiene — installed inside the first hundred days of the hold, not rediscovered in year two by an operating partner with a spreadsheet.
Portfolio reporting that adds up
Each portco portal extracted nightly into one warehouse, mapped to the fund's stage definitions, and cut into the quarterly board pack: pipeline coverage, bookings and win rate by company, with the mapping written down.
MNPI in the permission model
Restricted deals live in private teams; a portco's ops team never sees the fund's deal object. Data-room activity in Datasite or Intralinks stays out of marketing lists, and wall-crossed contacts are flagged in the record, not in someone's memory.
LP contacts, not fund accounting
Commitments, contacts and fundraising conversations in the CRM. Capital accounts, calls and distributions stay in the administrator's system and the LP portal. We draw the boundary explicitly so nobody rebuilds Investran in HubSpot.
The fund first, then the portcos.
Systems diligence
Two weeks inside the systems. Origination records, the deal tracker, every portco's CRM instance, and what the quarterly reporting pack actually needs. We list what is real and what is typed in by hand.
The portfolio playbook
Stage definitions written down and agreed, at the fund and in the portcos. What a qualified deal is. What a stage change means. The words go in a document before they go in a system.
Hundred-day rollout
The portal template is built once and deployed per company, the origination model is rebuilt in the firm's CRM, and the roll-up runs nightly into one warehouse table the reporting pack reads.
Operating partner owns it
Operating partners and portco ops teams run it. Admin training, documentation, and a template the next acquisition gets on day one of the hold rather than in month eighteen.
Every exit is a data carve-out.
Portcos share one portal, split by teams, because it is cheaper and looks standardised. Then a company sells, the buyer's diligence asks for the CRM, and pulling one portco's contacts, deals, email history and workflows out of a shared instance becomes an unpriced project inside a live process. One portal per portco, standardised by a deployable template and rolled up into one warehouse, makes separation an export.
