Every private equity portfolio estate carries systems that predate the people running them. This playbook is about modernizing without betting the business — sequencing, wrapping, and migrating in slices the board can watch land.
The Terrain
Inherited ERP zoos and shadow IT from acquisitions that were never properly integrated.
Buy-and-build without integrate-and-simplify produces the ERP zoo: four ERPs, three payroll systems, a dozen department-level SaaS subscriptions nobody centrally knows about, and key processes running on one analyst's Access database. The zoo isn't just costly — it makes the platform hard to diligence, hard to report on, and hard to sell.
The Moves
Inventory the real estate — licensed, shadow, and spreadsheet — in the first two weeks.
Pick the survivor systems by data gravity and exit story, not by which CFO argues loudest.
Consolidate in waves tied to fiscal calendars so finance never loses a close.
Document as you go — the data room builds itself and diligence stops being an archaeology dig.
Symptoms
What we hear from private equity portfolio leadership teams
The TSA was supposed to end two quarters ago and the exit fee keeps renewing.
Board reporting requires manual reconciliation across systems from three different acquisitions.
The value-creation plan has a technology workstream with no technology leader attached.
Each add-on brought its own ERP and nobody has merged a single one.