Size
$2.6bn
Type
Carve-Out
Scope
Global
Value creation delivered through execution.
Experienced Operating Partner leadership focused on execution, value creation and delivery under pressure.
We work with private equity investors, Boards and management teams to lead turnaround, VCP and complex operational change.
Execution-led. Outcome-focused. Accountable.
$2.6bn
Carve-Out
Global
$12.5bn
Carve-Out
UK & I
$3.3bn
Carve-Out
Europe
$20.3bn
Merger
SE Asia
$1.9bn
Carve-Out
UK & I
Private
Turnaround
Europe
Private
Restructuring
Estonia
$1.4bn
Carve-Out
UK & I
N/A
Merger
UK & I
$54m
Carve-Out
UK
Private
Carve-Out
UK
$711m
Merger
UK
Leading execution across legal, technology, Big 4 and specialist advisory teams, integrating their work into a single delivery plan with clear accountability for outcomes.
plumeblanche provides hands-on operating support. We operate in-role as Chief Transformation Officer or COO, accountable for delivery. In other situations, we work as an Operating Partner alongside Boards and management teams. We do not provide detached advisory support.
We work alongside management teams, not around them. Engagements are collaborative and execution-focused. Our role is to add targeted senior operating capacity, provide structure and pace, and help leadership teams deliver through periods of change. Accountability for outcomes is clear, but delivery is shared.
We are typically engaged during periods of heightened execution demand. This may include turnaround or performance improvement, delivery of value creation plans, carve-outs or separations, post-acquisition integration, or preparation for exit. Engagements are shaped by the complexity, pace and scale of the situation.
We routinely lead delivery across multi-advisor environments. This includes working alongside legal advisers, technology specialists, Big 4 firms and specialist consultancies. Our role is to integrate inputs, maintain momentum and ensure clear accountability for delivery and outcomes.
Success is measured by outcomes that stand up to investor and Board scrutiny. This may include improved performance, delivery of value creation plans, stabilised operations during transition, or readiness for the next phase of ownership. Our objective is always to leave the business stronger, and well positioned to move forward.
Long enough to deliver outcomes, not create dependency.