EBITDA-driven software optimization. Vendor audits, renewal tactics, carve-out complexity, and exit-timeline pressure — solved. Protect margins before your next exit.
Enterprise software is a major lever in portfolio EBITDA. But PE-backed companies are prime targets for aggressive vendor tactics.
Software spend is one of the easiest levers to pull on EBITDA. But only if you negotiate with leverage.
We've helped 20+ PE transactions protect $100M+ in combined software spend. Let's find your leverage.
From acquisition due diligence to pre-exit preparation, we identify and capture software savings at every portfolio stage.
PE-backed companies have leverage vendors don't expect.
Your deal timeline is your biggest asset. Vendors fear losing position when you exit. Unlike corporate buyers who renew indefinitely, PE companies have a defined hold period and a clear exit. This creates urgency on the vendor side that you can weaponize.
A multi-year Oracle ELA commitment signed in Year 2 that extends past your exit creates deal friction. Smart vendors negotiate exit-friendly terms. Savvy PE buyers use this as leverage — agree to longer commitment, demand lower price.
Portfolio consolidation is a second leverage point. Three add-on acquisitions created three separate Microsoft EA commitments. Consolidation unlocks volume leverage. SAP RISE migration across platform companies increases deployment scale. AWS spend across portfolio justifies EDP negotiation.
Your sponsor backing is perceived as strength, not weakness. Leading PE firms operate with procurement rigor and exit discipline. This credibility allows you to reset vendor relationships with larger commercial teams rather than account managers.
Finally, EBITDA narrative matters. Frame software optimization as operational efficiency, not cost-cutting. Vendors accept deeper discounts when they believe they'll have a better commercial relationship post-exit. Position software efficiency as value-add, not penalty.
We specialize in the vendors that dominate PE portfolio software costs and audit risk.
The CFO's playbook for reducing software spend on EBITDA.
Download the guide used by PE portfolio operators to identify and quantify software optimization. Free, no gate.
20+ PE-backed software optimization engagements. We think in hold periods, exit timelines, and EBITDA levers. Software strategy aligned with transaction value, not vendor relationships.
No PE firm preferences, no vendor partnerships, no referral fees. Our only incentive is maximizing your software margin and protecting your exit multiple.
We've consolidated Microsoft across 12 portfolio companies, negotiated SAP TSAs for carve-outs, and managed multi-vendor renewals across platform builds.
Our team includes former Oracle, Microsoft, and SAP commercial leaders who understand internal audit thresholds, PE firm targeting, and what vendors won't move on.
Ideally 18 months before your exit target. This gives you time to audit the entire portfolio, identify overlaps, reset vendor relationships, and negotiate multi-year terms with favorable exit provisions. For post-acquisition optimization, engage within the first 100 days after close to capture Day 1 and Day 100 integration savings.
We conduct pre-acquisition software audits to uncover vendor interpretation risk, indirect access assumptions, carve-out gaps, and compliance exposure. We quantify the cost of any claims and work with your transaction team to adjust purchase price and post-close liability provisions. Typical engagement prevents $2–5M in post-close surprises.
If an Oracle ELA or SAP RISE renewal is due within 12 months of your exit, the deal becomes friction. Buyers inherit the cost or need to renegotiate. We negotiate exit-friendly terms: lock in 3–5 year pricing now, include exit provisions that allow buyer to renegotiate or terminate, and secure pricing that reflects the multi-year commitment you're making.
Yes, but structured differently. Unlike typical corporate engagements, we often work on a success fee model where we capture 30–50% of first-year savings (capped). This aligns us with your EBITDA objective and proves our capability to sponsors and transaction partners. Discuss structure during initial consultation.
Portfolio-wide always wins. Consolidating Microsoft across three companies, coordinating Oracle renewals, and using portfolio growth as leverage saves more than handling each company separately. However, we respect governance — audit each company independently, then negotiate consolidated or coordinated terms where vendors allow it.
Software spend is one of the easiest EBITDA levers. But it requires leverage, timing, and PE-specific strategy.
Book a free 30-minute portfolio review with one of our PE advisors.