Find what's capping enterprise value. Then remove it.
AGS finds the real constraint on growth and margin in a 30-day audit, and stays to run the fix.
Fix first: pipeline entry rules and earlier access to the economic buyer.
- 35+
- Board seats held across the team
- 20+
- Core operators, backed by advisors and specialists
- Over $35B
- Of enterprise value created by core partners in companies they have run
- 75 days
- To a board-ready Value Creation Plan, with audit findings at day 30
Thoma Bravo
Vista Equity Partners
TPG
TA Associates
HG Capital
Accel-KKR
Deloitte
Oracle
IBM
UKG
HCL
Conga
SAP
Genpact
Accenture
Mitratech
Cendyn
Grow first. Then scale.
We fix the revenue engine first, then scale the operations behind it, ranking every constraint by impact on EBITDA and multiple.
- Digital Transformation and Enterprise TechnologyRun the company on systems, not heroics, with one source of truth the board trusts.
- People Operations and Organizational DesignStructure the team so the business can scale headcount without degrading delivery.
- Financial Discipline and Scale OperationsTurn growth into margin by taking waste out of how the company spends and delivers.
AI runs through every lane, in how we measure the business and how the work gets done. See every offering
Your leaders don't agree on where AI stands. The diagnostic shows where.
Each executive answers on their own. We score three lenses on one scale, then test the answers against your pipeline and operating data.
Product AI Effectiveness
Does the product solve for customer outcomes, rest on data competitors can't copy, and keep its pricing as AI cuts seats?
Commercial Conversion
Who you target, how early the economic buyer shows up, what gets into pipeline, and whether AI changed win rates or just activity.
Organizational AI Readiness
Whether technology spend turns into operating value: data, process, leadership alignment and governance of the AI tools already in use.
Scored to find the binding constraint, not an average.
We lead with the weakest lens and any Critical Gap. One blocked area caps the return on everything else you fund.
The same instrument works pre-close, post-close and pre-exit, so progress is measured, not claimed.
- StrongOperating effectively. Not the binding constraint.
- DevelopingFunctioning but inconsistent. Improvement available, not urgent.
- ConstrainedMaterially limiting value creation. A candidate for the binding constraint.
- Critical GapBlocking value creation regardless of investment elsewhere.
Diagnose. Prove. Operate.
The operator who finds the problem is the one who fixes it.
- Step 1
Diagnose
A 30-day audit that scores the business, tests it against your data, and ranks the constraints by impact on EBITDA.
- Step 2
Prove
If required, a full board-ready plan by day 75, with the highest-value fix already running as a sprint.
- Step 3
Operate
We stay in the seat, or hand off to a leader we helped you hire and assess.
Open to being paid on what the work produces. Ask about shared outcome structures.
Built for the people who answer to a board.
PE/VC sponsors and operating partners
Diligence before the close, value creation after it, exit readiness when the clock starts.
Portfolio CEOs, COOs and CROs
A diagnosis you can take to the board, and an operator who stays to run the fix.
Privately held and small-cap companies
Same scale problems: coverage, retention, productivity and cost to serve.
An operating bench, not a consulting pyramid.
20+ senior operators who have carried the number, owned the P&L and sat on boards through exit. No analysts learning on your budget.
Mark Petruzzi
25 years across Deloitte Consulting, Oracle, UKG, HCL and Genpact. Advisor on the N3 acquisition by Accenture. Author of Selling the Cloud and Data and Diagnosis-Driven Selling.
Full bio
Alan Rudolph
Former COO at Mitratech and Cendyn, both PE/VC-backed, with multiple sponsor-backed exits. Leads the AGS PE/VC practice.
Full bioThe Expert Accelerators and delivery team
See every bio
- Salesforce
- Oracle
- UKG
- Anaplan
- Genpact
- Ingersoll Rand
- Conga
- Mitratech
- Collective[i]
- Rio Tinto
- Indicor
- Roper Pumps
- ELGI Compressors
- PestShare
Ideas from people who run the companies they write about.
The podcast, the writing and the tools, in one place.
Weekly conversations with the operators behind the number.
Hosted by Mark Petruzzi and Alan Rudolph. 3K+ monthly listeners.
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Why Services-as-Software™ will eat the SaaS stack
Mark PetruzziA short weekly note on what is changing in AI and revenue.
What people ask about AGS
What is Accelerant Growth Solutions?
Accelerant Growth Solutions (AGS) is an AI-Charged™ enterprise value creation firm for PE/VC-backed, privately held and small-cap public companies. AGS diagnoses what is holding back revenue and margin, builds a board-ready Value Creation Plan, then stays to operate the fix.
What is the AGS Enterprise Value Creation (EVC) model?
Phase 1 fixes the go-to-market engine: RevOps, sales and marketing performance, and retention and expansion. Phase 2 scales the operating core: enterprise technology and data, people and org design, and financial discipline. Every engagement runs Diagnose, Prove, Operate.
How does the EVC model relate to a Value Creation Plan (VCP)?
EVC is the model; the Value Creation Plan is what it produces. The diagnostic ranks constraints by impact on EBITDA and enterprise value, and the output is a board-ready VCP the sponsor and management team can execute and track.
How does AGS start an engagement?
With a diagnosis. We instrument the revenue engine and operating model, rank constraints by impact on EBITDA and enterprise value, share actionable findings in 30 days and, if required, deliver a full board-ready Value Creation Plan by day 75.
Start with one honest diagnosis.
Find out what is holding back revenue and margin, and what to fix first.