Industries / Private Equity & Buy-and-Build Platforms
Private equity portfolio technology, marketing, and operations infrastructureOne infrastructure. Every portfolio company.
FXXK Agency builds the marketing, software, AI, and operational systems that help private equity firms integrate acquisitions, improve visibility, and scale portfolio operations.
- Private equity firms
- Holding companies
- Portfolio operators
- Acquisition groups
- Search funds
- Buy-and-build platforms
Portfolio operating layer
One connected system- 01Acquired companyIts website, CRM, tools, and reports mapped in the first weeks after close.
- 02Shared infrastructureOne CRM architecture, one tracking standard, one set of definitions.
- 03Portfolio marketingBrands keep their identity; acquisition runs on a shared playbook.
- 04Operating dashboardsPipeline, revenue, and efficiency reported the same way for every company.
- 05Board and LP reportingNumbers the deal team can trace back to source records.
Private Equity: the operating reality
Every acquisition adds another set of disconnected systems.
Buy-and-build theses depend on integration. In practice, each platform company and add-on arrives with its own website, CRM, marketing vendors, spreadsheets, and definitions, and value creation slows while the operating team reconciles them by hand.
- 01
Integration stalls after close
The 100-day plan names revenue and cost synergies, but nobody owns the systems work that makes them possible, so add-ons keep operating as islands.
In practice · Three acquired home service companies still run three CRMs, three phone systems, and three agencies a year after close.
- 02
No comparable view across the portfolio
Each company defines a lead, a customer, and a closed deal differently, so the operating partner cannot compare performance or spot the playbook that works.
In practice · Monthly reporting arrives as a dozen spreadsheets with different revenue definitions and no link to the systems they came from.
- 03
Marketing spend without portfolio leverage
Each company buys its own media, tools, and agencies, so the portfolio pays full price for duplicated work and learns nothing across brands.
In practice · Five portfolio companies pay five agencies for search and paid social, with no shared creative, data, or benchmarks.
- 04
Founder-dependent revenue engines
Growth in acquired companies often lives in the founder’s relationships and memory rather than in a pipeline the new owners can see and scale.
In practice · The sales process is a founder’s inbox and phone; after the transition, follow-up quietly drops.
- 05
Manual work that does not scale
Quoting, onboarding, scheduling, and reporting run on people retyping information between systems, which caps how far the platform can grow without adding headcount.
In practice · Office teams copy every web inquiry into a spreadsheet, then into the CRM, then into a weekly report.
- 06
Value creation that is hard to evidence
At exit, buyers ask how growth was produced. Without clean attribution and system records, the story rests on assertions instead of data.
In practice · Diligence asks for customer acquisition cost by channel and the portfolio company cannot produce it.
The Full Overhaul
Six pillars. One connected system.
The same six pillars, applied across a portfolio: standardize what should be shared, preserve what makes each brand valuable, and give the deal team one view of how the platform performs.
- 01Digital Infrastructure
A shared digital foundation for every brand
Websites and digital infrastructure built on a common component system, so a new add-on can launch on the platform standard in weeks while keeping its own brand.
- Brand-specific websites on shared, maintainable infrastructure
- Common tracking, consent, and analytics standard
- Domain, hosting, and access consolidated under the holding company
- Location and service pages that scale with add-ons
- 02Customer Acquisition
One acquisition playbook across portfolio companies
Search, paid media, and content run on shared creative frameworks, benchmarks, and attribution, adapted to each company’s market.
- Portfolio-level channel benchmarks and budget guidance
- Search and AI answer visibility for each brand
- Paid acquisition with shared conversion standards
- Lead nurturing that survives founder transitions
- 03AI and Automation
AI that removes repeated work in every company
Automations designed once and deployed across companies where the workflow repeats: intake, routing, follow-up, document handling, and reporting.
- AI inquiry qualification and routing
- Automated follow-up and reminders
- Document extraction for onboarding and quotes
- Automated weekly operating summaries
- 04Custom Software and CRM
Centralized CRM architecture and shared tools
A CRM architecture that works for the platform and each brand, plus custom portals where off-the-shelf tools do not fit the operating model.
- Platform CRM design with brand-level separation
- Data migration from acquired companies’ systems
- Custom internal operations portals
- Acquisition integration checklists built into software
- 05Operations and Business Intelligence
Portfolio dashboards on agreed definitions
Pipeline, revenue, acquisition cost, and operating efficiency reported the same way for every company, with every number traceable to its source record.
- Portfolio and company-level operating dashboards
- Standard definitions for leads, customers, and revenue
- Channel attribution for diligence and exit readiness
- Board and LP reporting extracts
- 06Ongoing Growth and Optimization
Ongoing value creation support
Fractional CMO leadership and a standing team that onboard each new add-on to the platform standard and keep improving what is already running.
- Add-on onboarding to the platform standard
- Quarterly reviews with the operating partner
- Cross-portfolio testing and playbook updates
- Exit-readiness documentation of the growth engine
Custom software and AI
Operating technology for the whole portfolio, not just websites.
The work that moves a platform’s value is usually inside: how inquiries become revenue, how acquired teams adopt shared processes, and how leadership sees performance. These are the kinds of systems we design and build for portfolio operators.
- Integration
Acquisition integration workspace
A structured post-close workflow: system inventory, data migration steps, owner sign-offs, and status for every add-on, visible to the deal and operating teams.
- CRM
Platform CRM with brand separation
One CRM architecture with shared pipeline stages and definitions, where each portfolio company sees its own records and leadership sees the whole.
- Dashboard
Portfolio performance dashboard
Leads, conversion, revenue, and acquisition cost by company, channel, and month, refreshed from connected systems instead of emailed spreadsheets.
- AI system
AI inquiry qualification
Inbound inquiries across brands summarized, scored against agreed criteria, and routed to the right team, with people reviewing anything that commits the business.
- Automation
Cross-company workflow automation
Repeated tasks such as intake, scheduling, reminders, and status updates automated once and rolled out wherever the same workflow exists.
- Portal
Shared services operations portal
An internal tool for centralized functions such as dispatch, finance handoffs, or customer service that several portfolio companies use with role-based access.
Integrates with the systems you already run
- Salesforce
- HubSpot
- Microsoft Dynamics
- NetSuite
- QuickBooks and Xero
- Industry field and practice management systems
- Google Workspace and Microsoft 365
- Data warehouses and BI tools
Examples of platforms integration plans account for, not partnerships or endorsements. What each connection can do depends on the platform’s interfaces and your plan.
AI with human review
AI never approves pricing, contracts, employment decisions, or financial reporting. Operating partners and company leaders sign off on anything that commits the business or reaches a board.
AI and workflow automationCustomer acquisition
Acquisition infrastructure that compounds across the portfolio.
Every portfolio company still needs its own customers. The difference is that each one runs on shared infrastructure, so learning in one company improves the next.
The objective every channel serves
Grow qualified pipeline and revenue in each portfolio company at a known acquisition cost, reported on one standard so the operating team can reallocate budget to what works.
- SEO and AEO
- Brand and location visibility in search and AI answers, so acquired companies keep and grow the demand they already earn.
- Google Ads
- High-intent search capture for each brand, with shared conversion tracking that makes cost per qualified lead comparable.
- Paid social
- Demand generation and retargeting from shared creative frameworks, adapted per brand and market.
- Content production
- Production days that serve several brands, feeding websites, ads, and sales enablement.
- Email and lifecycle
- Nurture, reactivation, and cross-sell between portfolio companies where customers and consent allow it.
- Sales automation
- Pipeline stages, follow-up, and handoffs that keep revenue moving after a founder steps back.
Measured as one funnel
- 01Demand in each brand’s market
- 02Qualified inquiry
- 03Pipeline in the platform CRM
- 04Closed revenue
- 05Portfolio reporting
Tracking is verified before spend starts, so every stage is counted from connected data rather than estimated.
Operations transformation
From a stack of add-ons to one operating platform.
The overhaul changes what happens between an inquiry and a reported number, so integration becomes a repeatable process instead of a project for every deal.
Today: fragmented workflow
- Each add-on keeps its own website, CRM, and vendors
- Leads land in inboxes and spreadsheets
- Founders and office staff follow up from memory
- Finance rebuilds monthly numbers by hand
- The deal team receives a dozen inconsistent reports
After: integrated infrastructure
- Add-ons onboard to a shared platform standard
- Every inquiry is captured, qualified, and routed automatically
- Pipeline stages and follow-up run in one CRM architecture
- Revenue and acquisition data flow from connected systems
- Leadership sees one portfolio dashboard on agreed definitions
Custom overhaul roadmap
Six phases. Scoped to your business.
Every engagement follows the same discipline. Scope, schedule, and deliverables are customized to each business after discovery, and each phase is accepted before the next one starts.
- 1
Discovery and Enterprise Audit
Interviews with leadership and the people doing the work, a review of every system and data source, and a baseline of how the business acquires, serves, and reports today.
For private equity · System inventory for the platform company and each add-on, plus the value creation plan’s commercial targets.
- 2
Infrastructure Architecture
The target architecture: which system owns each record, how data moves between them, what is built, what is integrated, and what stays as it is.
For private equity · The platform standard: CRM design, tracking, definitions, and which brand assets stay independent.
- 3
Development and Integration
Websites, portals, CRM configuration, automations, and integrations built in phases, tested against real records, and released without stopping daily operations.
For private equity · Platform company first, then an add-on integration playbook applied company by company.
- 4
Marketing Deployment
Search, paid acquisition, content, and lifecycle campaigns launched on top of tracking that was verified before the first dollar is spent.
For private equity · Acquisition launched brand by brand on verified tracking and shared benchmarks.
- 5
Measurement and Optimization
Dashboards on agreed definitions, regular reviews against the baseline, and changes made where the data shows the system can do better.
For private equity · Portfolio dashboards reviewed with the operating partner against the baseline.
- 6
Expansion and Scaling
New locations, brands, markets, acquisitions, or service lines added to the same infrastructure instead of rebuilt from scratch.
For private equity · Each new acquisition onboarded to the same infrastructure, faster every time.
Investment and engagement
A serious engagement, built to last.
The Full Overhaul is an implementation partnership, not a campaign retainer. Every program is scoped from an audit of your business and priced per phase.
Enterprise program
- Strategic transformation programs
- From $150,000
- Comprehensive enterprise overhauls
- Typically $300,000 to $500,000+
These are FXXK Agency’s published engagement targets for enterprise programs, set after discovery. They are not fixed packages, past deal values, or guaranteed outcomes. Wider scope, more entities, or more integrations can take a program past $500,000.
Scoped and approved separately
- Advertising spend. Paid to the platforms directly and approved by you. Management of campaigns is a service; the media budget is yours.
- Software licenses. Your CRM, ERP, field service, inventory, or document tools, and any new subscriptions the plan recommends.
- Hosting and infrastructure. Production hosting, databases, storage, backups, and monitoring, sized from your real usage.
- AI usage. Model and processing charges from AI providers, which rise and fall with the volume of documents and requests.
- Continuing services. Support, maintenance, content production, and campaign management after launch, scoped as an ongoing engagement.
Customized project scope
Scope is set by the audit, not a package. Some programs start with one division, region, or workflow.
Enterprise-level implementation
Architecture, permissions, integrations, testing, and documentation planned the way your IT, finance, and operations leaders expect.
Long-term infrastructure
Systems you own and can extend, built around your records rather than rented campaign tactics.
Ongoing optimization
Measurement, campaign management, content, and software support continue after launch as an agreed engagement.
Strategic alignment
Every phase is tied to an objective leadership has agreed to measure, with a named owner on both sides.
The business case
For a portfolio, the business case is the platform: integration that would otherwise be repeated for every add-on, marketing spend that gains leverage across brands, and a growth engine the next buyer can verify. The audit quantifies each from your portfolio’s own numbers.
We do not publish projected returns or guaranteed results. The audit builds the case from your numbers, and you decide whether it clears your bar.
The strongest fit
- A platform company with add-ons completed or planned
- An operating partner or value creation lead who owns integration
- Several companies paying separately for similar tools and agencies
- A thesis that depends on organic growth, not only multiple expansion
- Leadership that wants reporting it can defend in diligence
Smaller or focused work is still welcome through the standard project inquiry.
Private Equity questions
Questions leaders ask before an overhaul.
How does FXXK Agency support private equity portfolio companies?
We build the shared marketing, software, AI, and operational infrastructure across a platform and its add-ons: websites on a common standard, a centralized CRM architecture, automation, acquisition campaigns, and portfolio dashboards. Each company keeps its brand while the operating team gets one view of performance.
Can you integrate the systems of companies we acquire?
Yes, that is the core of the work. Discovery inventories each company’s website, CRM, phone, scheduling, and reporting tools, then we migrate data and connect or replace systems in phases against the platform standard. The pace depends on data quality and what each vendor’s interfaces allow.
Do portfolio companies have to replace their existing software?
Not by default. Where an industry system works, such as a field service or practice management platform, we integrate with it. We recommend replacement only where a tool blocks the platform standard, and the decision is yours.
How do you avoid disrupting operations during integration?
Changes are released in phases, tested against real records, and scheduled around each company’s busy periods. Existing systems keep running until the replacement has been verified, and every phase has acceptance criteria before the next one starts.
What reporting does the deal team get?
Portfolio and company-level dashboards for leads, pipeline, revenue, and acquisition cost on definitions agreed in discovery. Every number links back to the system it came from, which makes board reporting and exit diligence easier to support.
Can you work across portfolio companies in different industries?
Yes. The infrastructure standard is shared, while acquisition strategy, content, and workflows are adapted to each company’s market. Industry-specific programs, such as home services, healthcare, or multi-location businesses, inform how each company is handled.
How is an engagement for a portfolio scoped?
We usually start with the platform company and one add-on, or with a single shared function such as CRM and reporting. The audit sets the architecture and a phased plan for the rest of the portfolio, priced per phase.
Enterprise application
Your portfolio’s next stage of growth requires better infrastructure.
Tell us about the platform, the add-ons, and the systems involved. Lucas reviews every application before a reply, and the first conversation focuses on fit, the value creation plan, and where an audit should start.
- 01ApplyName, company, and business email are required. The rest helps us prepare.
- 02Executive conversationFit, priorities, decision makers, and where growth is blocked.
- 03Enterprise auditThe formal basis for the architecture, roadmap, and investment.
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