About the Client

• Client Profile : LMM Buy ‘n’ build
• AUM : $1.1B | Current fund - $380M | Portfolio of 14+ Companies across Industrial, MSP, B2B SaaS, CPG
• Time to Production : 9 Weeks ( including two add-ons during deployment)
• Internal Champion : CFO + COO
• Year 1 Financial Impact : 300-350K (estimated first-year cash benefit from labor recapture, avoided hires, and process automation)

Before and After

Before

• LP reports delayed 2-3 weeks post-quarter
• 70 hours/quarter normalizing data from 14+ portcos
• Finance team assembling reports, not analyzing performance
• Messy Excel/PDFs manually assembled and cross-checked

After

• Reports drafted in 5-7 days post-quarter
• 22 hours/quarter (CFO review and approval only)
• Every number links to source document with audit trail
• Finance team now spends time on portfolio analysis

What we Deployed

• Data ingestion pipeline that extracts and standardizes unstructured financials from portco Excel and PDF submissions.
• Agents map data to fund accounting schema, draft variance narratives for CFO review, and maintain full audit trails - every number traces back to its source document.
• A clear segregated architecture that clearly encodes rules for low risk and high risk workflow based on cofidence scores. High risk workflows get routed to CFO/ Controller for approval
• Audit-ready AI - SOC-aligned controls, SSO/MFA

ROI Math (Year 1)

(Illustrative ROI estimate range based on observed workflow changes and standard labor rates. Final exact number depends on adoption and operating context )

Labor Recaptured

(192 hrs/year × $85-$100/hr blended rate fund accounting staff)

Avoided Hiring Pipeline - Portco Growth

(Each new portco adds ~20 hrs/quarter reporting load)

Analyst Capacity Unlocked

(200 hours redirected from assembly to portfolio analysis. Conservative value of analyst output.)

TOTAL YEAR 1 VALUE

$65,000 - $80,000

$90,000 - $120,000

$50,000-$80,000

~$240K - $300K

Learnings and Challenges which we have since iterated upon

• Agent drafted commentary that was too optimistic on a struggling portco - CFO caught it before it went out.
• The Al hadn't learned risk disclosure standards. Fixed by adding compliance guardrails to the narrative generation.