Diligence checks the numbers, not the systems behind them. The operations-heavy, lower-middle-market businesses that fill a portfolio mostly run on spreadsheets, manual work, and a stack of disconnected tools, and the margin locked in that overhead rarely makes it into the value-creation plan.
Replacing that stack normally means consultants and a multi-year rollout, too slow and too risky for a hold period, so it never happens. The business goes to market running the same way you bought it.
Opser runs the repetitive back-office work itself: order entry, invoicing, collections, approvals, follow-ups. The company handles more volume without adding headcount, and that goes straight to EBITDA.
One system replaces the pile of point tools and the integrations holding them together. Recurring license costs come off the P&L as permanent run-rate savings the next buyer underwrites.
Operating and financial data live in one place and roll up the same way in every company. Close is faster, board packs are consistent, and you see performance without waiting for month-end.
Clean data, documented processes, and a modern system make diligence faster and the equity story easier to defend. Every dollar of EBITDA you add during the hold is worth a multiple of it at exit.
A $30M distributor at a 10% margin.
Automation, software consolidation, and faster quote-to-cash. Roughly 150–230 bps.
of enterprise value, from one company.
of enterprise value at exit, same playbook.
Deployment pays back inside the first year of the hold. The multiple does the rest.
TopTrading SRL, an Italian trading company. Its supplier data ran to 40GB across 20,000 files, and the whole business now runs on Opser.
to build a single quote, by hand across 20,000 supplier files.
AI finds the products, builds the PDF, and drafts the email.
We do in two hours what used to take a week.
Everyone in this business knows a rollout that ate a hold period: eighteen months of consultants, a distracted management team, a go-live that broke order entry. Opser is built so that can't happen.
Nothing big-bang. Each workflow goes live alongside the tool it replaces, and the old system stays warm until the new one proves itself. Any module rolls back.
A forward-deployed engineer does the build. The management team's commitment is a kickoff and a weekly check-in, so they keep running the business.
No change orders, no consulting meter. The number you underwrite is the number you pay.
Every company runs on its own database, in its own region, and the modules and business logic are open code. If you ever walk away, you take a running system and your data with you.
Pick the portfolio company with the most manual operations. We deploy, automate one workflow end to end, and show you the margin math in weeks.
If it works, the playbook scales across the portfolio. If it doesn't, you've risked one pilot, not the fund.
Work with Opser at the firm level, not deal by deal. The same system rolls out across platform deals, bolt-ons, and carve-outs. On a carve-out it stands up standalone operations in weeks, so you exit the TSA early and keep the difference.
Sign once at the firm. Each portfolio company joins under a one-page order form, with no procurement cycle per deal.
Locked rates across every company you deploy, agreed up front.
The same engineers across your rollouts, reusing the modules, KPIs, and controls you've standardized. Every deal starts ahead of the last.
Bring us a target under LOI and we'll size the automation opportunity before you close, so the savings are in the value-creation plan from day one.