From founder-led operations to institutional execution.
A sequenced operating model from diagnosis and technology buildout through EBITDA expansion, portfolio formation and liquidity readiness.
Process
The Opsist value-creation process.
Capital, acquisitions and transaction work follow an operating base that can support them.
Diagnose and test fit
An Ops Audit of how the business runs today: financial reporting, cash operations, people processes, customer workflows and systems, together with the founder's outcome objectives. It also identifies the operating cost pool the business already carries and tests whether the partnership makes economic sense before growth.
- Where reporting is late, manual or unreliable
- Where the founder is the single point of failure
- Founder objective: hold, recapitalize, sell in three to five years, or become a platform company
- Time horizons recorded as objectives
- The annual salary, finance, operations, systems and vendor-administration cost Opsist can absorb is mapped; that verified cost pool should exceed the operating fee for the partnership to pass the base economic-fit test
Build
Opsist builds the operating technology: management dashboards, the financial and KPI data layer, and workflow automation for the processes the business repeats every week.
- Management dashboard and single KPI source
- AP/AR, approval and procurement workflows
- Process mapping before automation
Operate
Opsist takes ownership of recurring operating functions on the platform it has built, with written scope before any function transitions. The fee funds people, technology, reporting, finance, workflow ownership and infrastructure.
- Ownership map by function
- Reporting package and operating cadence
- Operating fee: 10% of topline revenue, subject to a $10K/month minimum; pricing evaluated against cost replaced or absorbed. See how Opsist can pay for itself →
- Exit participation: 10% only at a qualifying liquidity event once EV reaches at least 2x the agreed baseline; below the hurdle, none is due. Defined in the partnership agreement.
Expand EBITDA
A value-creation plan is executed against named levers: gross margin, pricing and revenue operations, SG&A and shared services, procurement, automation and working capital.
- Levers sequenced by what the business can absorb
- Each lever owned, measured and reviewed on cadence
- Targets set per company
Institutionalize
Reporting, management systems and documented process reduce founder dependency, so the business holds its value when the founder steps back.
- Close calendar and reporting a third party can read
- SOPs and documented ownership for recurring work
- Management depth beyond the founder
Form the portfolio
Where strategically appropriate, the company becomes the operating core of a broader group, with add-on acquisitions integrated onto shared technology and shared services.
- Where consolidation creates value for the platform
- Portfolio-level reporting on one basis
- Integration capacity confirmed before any letter of intent
Create liquidity options
Transaction readiness: quality of earnings, operating diligence materials, data-room readiness, and identification of pathways with the appropriate external advisers.
- Diligence-ready reporting and documentation
- Coordination with licensed legal, accounting and financial advisers
- Pathways assessed case by case; no exit, buyer, valuation or timing is guaranteed
Onboarding
The first 30 days.
An illustrative sequence. Timing depends on system access, data quality and the agreed scope.
Access and operating audit
- Systems inventory and permissioned access
- Trial balance, chart of accounts and close review
- Cash position, AP/AR aging, approval paths
- Interviews with function owners
Process mapping and priority controls
- Documented process maps for recurring workflows
- Immediate control gaps closed (approvals, dual control)
- Vendor and subscription review
- Risk register with owner and due date
Dashboard, systems and ownership map
- Management reporting package defined
- Tool stack consolidated; integrations set up
- Ownership map published: Opsist, founder, team
- Service levels agreed for customer operations
Operating cadence live
- Weekly operating review with a fixed agenda
- Monthly close calendar in effect
- Escalation and exception handling in place
- First full reporting cycle delivered
Illustrative timeline. Sequence and duration are adjusted per engagement and confirmed in writing before transition begins.
Ownership
What stays with the founder. What Opsist owns.
Every function is assigned to one accountable party before transition.
- Vision, strategy and market positioning
- Final authority on pricing and major commercial terms
- Key customer and partner relationships
- Hiring decisions for senior and revenue-generating roles
- Capital structure and ownership decisions
- Culture and the standard the business is held to
- Monthly close, management reporting and the reporting calendar
- AP/AR, collections, payment runs and approval workflows
- Payroll administration, onboarding and people records
- Customer support queues, SLAs and escalation paths
- Systems, integrations, automation and data hygiene
- Operating cadence: agendas, follow-ups, accountability
Scale
What scales at Opsist.
Finance and reporting, customer operations, people workflows, procurement, dashboards, integrations and automation are standardized across companies. Company-specific commercial workflows remain tailored.
One operating platform
The same data layer, dashboards and workflow automation serve one company or an entire portfolio.
Shared services
Finance, cash, people and procurement run once, across every company on the platform.
Operating cadence
Weekly reviews, monthly close and quarterly operating reviews, on the same calendar for each entity.
Reporting on one basis
Consolidated and entity-level reporting that a lender, investor or buyer can read without a rebuild.
Integration playbook
A defined sequence for bringing an acquired business onto the platform without disrupting service.
Named accountability
An accountable owner for each function on each side, documented before transition and maintained as the group grows.
Read further
Selected transformations and perspectives.
Two named transformations and the operating perspectives behind the sequence.
Engage
Three ways to begin.
The Ops Audit intake opens the audit process. A discovery call or the sales line is available for those who prefer to talk first.
Free Ops Audit
A few quick questions about your operating setup. Less than 3 minutes, reviewed by an Opsist operator.
Start Your Free Ops AuditDiscovery Call
Thirty minutes on your business, the operating constraint, the opportunities and whether Opsist is a fit.
Schedule a Discovery CallSales line
Questions about how Opsist works, the operating platform, growth capital, case studies or eligibility.
Speak With Opsist 855-526-7747Start Your Free Ops Audit
A structured review of finance, cash, people, customer and systems operations, with a written view of what Opsist would own, what would change first, and whether a partnership fits.