Discuss your projectThe systems your value creation plan depends on, each initiative scoped in writing and sequenced with the board. Bolt-ons integrate onto shared records, the fund pack builds from connected data, and documentation holds up in exit diligence.
Illustration of a post-acquisition integration built by Baybloom for a portfolio company: two companies’ systems sharing one set of records, with the board pack built from them.
Management teams at portfolio companies: leaders who have a plan, a board that expects systems to support it, and often a technology assessment from the fund with findings to act on. The private equity page covers the fund’s side of the same work.
The workflow
The steps we see most often in this kind of operation.
What we build
Board and lender packs generated from connected operational and financial records, with definitions agreed once and applied consistently every period.
Shared customer, product, and financial records that let an acquired company report and operate with the group before full system consolidation.
Systems that apply pricing discipline across the sales team, often one of the first value creation levers a plan depends on.
Portals that let customers order, book, or track work themselves, supporting growth without adding back-office staff at the same rate.
Workflow tools that remove re-keying between sales, operations, and finance, so the team handles more volume as the business grows.
System maps, runbooks, access reviews, and control evidence prepared so a buyer’s technical diligence finds a documented, well-run set of systems.
Your first release
How the work runs
We start with the people doing the work and the systems around it, then write down the first release: what it includes, what it leaves for later, the integration decisions, and the acceptance criteria. Nothing is built until that scope is agreed.
We build in releases you can review as the work takes shape, using realistic data. Every release carries tests, a security review, and documentation. Integrations are tested against real records, with exceptions visible.
Your team receives the documentation, the runbooks, and the training to run the system, and we stay on for continued engineering when you want it.
Scope and price
Every project is priced from a written scope. These are the factors that move it most.
A single initiative is scoped on its own, while a sequence across quoting, reporting, and integration needs shared records planned upfront to avoid rework.
Each acquired company brings its own ERP, CRM, and data conventions, and the variety of those systems shapes integration and consolidation effort.
Agreeing on how revenue, margin, and operational measures are defined across entities takes work before the fund pack can be built from connected records.
A stretched management team needs more support with requirements, testing, and rollout, while an in-house technology lead can take on more of that work.
Portfolio services company
After an acquisition, the value creation plan often assumes systems the company does not have yet, such as a quoting workflow and a reporting pack for the fund, and the fund’s technology assessment usually lists both. A sensible first initiative builds the quoting workflow, connects it to accounting, and produces the board pack from the records it creates. Each piece is scoped in writing and documented so it holds up in diligence. The next initiative in the sequence is often bringing the first bolt-on onto the same records.
Questions
What leaders in this industry ask us first.
The company is the client. We work for the management team, and the fund sees the reporting it asked for. Where the fund commissions a portfolio assessment, that is described on the private equity page.
Each initiative is scoped to a line in the plan, priced, and sequenced, so the board sees systems work as part of the plan rather than a cost beside it.
Integrate first with a shared set of records and the flows that stop the re-typing, then consolidate in phases. See post-acquisition systems integration.
It means systems that are documented, monitored, and free of single-person dependencies, so diligence finds strengths instead of discounts.
Yes. We scope each initiative so responsibilities are clear: what we build, what your team or IT provider runs, and how changes are handed over. Documentation, access, and support arrangements are agreed in writing, so the company’s people can operate the systems confidently alongside us.
We rank them by what the value creation plan depends on first, what unblocks later work, and what the board most needs to see. Shared records usually come early because reporting, integration, and new tools all build on them, and the sequence is revisited at each release.
Each initiative moves into ongoing support with monitoring, fixes, and small changes, and larger additions are scoped as the next item in the sequence. The management team sees what was done in each period in plain terms, which also feeds the reporting the board and the fund expect.