Many private equity portfolio companies stall after their initial quick wins, falling into the PE portfolio value trap. Escaping it requires a shift from one-off fixes to disciplined, continuous operational improvement — improving data visibility, aligning functions, and building leadership capacity. By making operational excellence a core driver from day one, PE owners can protect returns, shorten hold periods, and maximise exit value.

The first 100 days after a merger or acquisition can make or break its success. This is the period when leadership must set a clear vision, capture quick wins, align cultures, and stabilise operations. Organisations that treat this window as a launch pad for value creation are far more likely to achieve post-merger success — while those that delay risk losing momentum, talent, and competitive advantage.

Around 70% of AI pilots never make it into production — not because the technology fails, but because the projects aren’t set up to succeed. From weak business alignment to poor data readiness and lack of integration planning, the pitfalls are predictable. By starting with clear outcomes, building strong data foundations, engaging stakeholders early, and planning for scale from day one, organisations can join the 30% that turn AI pilots into lasting business value.