You diligence the numbers.
Who's diligencing the people delivering them?
Platforms or add-ons — QoE and legal get months. The management team gets a few dinners and a general instinct.
Who are we buying, who can deliver, and who can exit?
Individual and collective capability to beat the plan.
The seller's team, the incumbent team, and who runs what.
Who is good, who needs support, who is missing.
Roles, incentives, reporting lines, and who owns what.
Hiring engine, bench strength, and who you can't lose.
TTM under their belt as a team, and ready to present well at MP.
The PQ playbook, across the deal lifecycle.
For funds and their portfolio companies: PQ applies the same leadership, organization, and talent systems from diligence through exit — pre-close to post-close.
Assess ability to run, scale and exit as a portco.
Evaluation and implementation across leadership, organization and talent.
Fill prioritized gaps that help you finish strong and get a multiple expansion.
Patterns across the portfolio, and inside each company.
Start with the Portfolio Mapping Tool →Compare C-suite capability, using your deal and ops teams' insight.
Build PQ into your fund's own playbooks.
Based on behaviors and actions, not psychology.
Reads what people actually do on the ground
Tracks how behavior changes over time
Reads each person against their role and your context
Hands you tactical moves — coach, back, or add
You're not in the business of changing who people are. You're in the business of affecting change with them — for your context, with the right people at the right time supported by the right structure and incentives.