Structuring the fund’s operating team in the age of AI.
The context
Argos Wityu, a European mid-cap fund, is preparing a partners meeting. Portfolio performance is reviewed company by company; the partners want a consolidated view of the portfolio — and a reflection on what the fund’s operating team should be in the age of AI.
The brief
A consolidated presentation for the partners meeting, and a proposal on the “value creation task force”.
What we did
We started with the mandate: three operating-team models benchmarked across the European and American markets — the one that produces reporting, the one that solves problems by mobilising the right resources, the one that places full-time operators inside portfolio companies — and a reasoned choice for a fund of this size. Then the grid that decides where the team’s time goes: value left to create, exit window, management’s actual bandwidth, and whether the team can genuinely move the needle. Finally, rather than slides, the platform that carries all of it: consolidated data, fund and company views, plan tracking, leading indicators, natural-language querying. Three weeks; the partners asked how many months we had been at it.
The impact
A working prototype on the fund’s data — which became The Helm, a company by CHOC. And an architecture designed for the CIO from day one: local first, hosted at the fund next, no data ever sent to a model.
Structuring and running the post-acquisition transformation plan. Three months, renewed up to eleven.
The impact. Some ten initiatives — growth, margin, cash — run to the end, then the baton handed over internally.
Digital strategy and an app prototype to open up primary care.
The impact. A digital department created straight afterwards.
The impact of generative AI on a portfolio, function by function — ahead of everyone.
The impact. Briefs that were used to train the bank’s managers.
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