Solving private equity’s biggest challenges
We work with private equity sponsors and their portfolio companies to identify and pursue the opportunities with the greatest potential to improve performance and accelerate growth.
Improve visibility into profitability
Leaders lack a clear view of which products, customers, and channels make money and which drag down profits. Greater visibility helps focus decisions and resources on the parts of the business that drive the highest returns.
Reduce enterprise complexity
As companies add products, processes, and supporting infrastructure, complexity becomes a drag on the business. Reducing unnecessary complexity improves profitability and creates a stronger foundation for growth.
Scale organizations
Legacy operating models, incentives, and shadow functions can inhibit scalable, profitable growth. Clearer ownership and more effective operating models help companies scale as they grow organically and through acquisition.
Strengthen capacity and capability
Portfolio company teams may lack the bandwidth or capabilities to execute at a private equity pace. Strengthening critical capabilities and leadership helps maintain momentum against the value-creation plan.
Address technology debt
Legacy technology stacks and data architecture often limit efficiency and scalability. Addressing technology constraints that impede the value-creation plan improves visibility and supports growth.
Translate growth into EBITDA
Many revenue growth initiatives fail to translate into sustainable EBITDA improvement. Focusing growth on the right markets and opportunities helps convert top-line gains into stronger bottom-line economics.
Private equity consulting services across the deal lifecycle
Why do private equity leaders choose Huron?
Huron combines extensive private equity experience with the resources and reach of a global consulting firm, with particular depth in post-close value creation.
Proven experience
100+ PE-backed companies served across industries, including industrials, manufacturing, energy, consumer goods, media, and financial services.
Deep expertise
Specialists with enterprise depth. Huron combines deep functional expertise with end-to-end enterprise know-how to address the issues that limit value creation across a portfolio company.
End-to-end execution
Strategy through execution. We work alongside management teams to carry initiatives from strategic design through implementation and value capture.
Meet our private equity advisors
Stephen Wilson
Managing Director
,Strategy and Operations
Stephen Wilson is a Managing Director at Innosight, Huron’s strategy and operations business. He was a co-founder of Wilson Perumal & Company, acquired by Huron in 2025. He works closely with senior leaders of multinationals and private equity firms—and their portfolio companies—on critical strategy and operations issues. He has industry depth in industrial goods, consumer goods, retail, and business services.
Austin Pilotte
Managing Director
,Healthcare Performance Improvement, Revenue Cycle
Andy Howard
Managing Director
Andy brings more than 25 years of experience advising industrial equipment manufacturers, automotive original equipment manufacturers (OEMs), automotive suppliers, and diversified manufacturers. He is a trusted advisor known for delivering measurable value by reducing costs, improving manufacturing uptime and operational efficiency, accelerating time to market, and unlocking new revenue streams. He leverages digital transformation, the Internet of Things (IoT), and advanced analytics to help Global 2000 clients compete and grow in an increasingly complex industry landscape.
Insights and client impact
Professional services firm cuts G&A costs 33% by streamlining finance
Fueled by acquisitions and rapid geographic and service expansion, a private equity-owned global professional services firm saw general and administrative costs outpace revenue and exceed peer benchmarks.
Staffing agency unlocks $120 million in revenue by tackling post-merger complexity | Innosight
One year after a merger of equals, a combined multibillion-dollar staffing agency was still operating as more than 300 independent local businesses rather than a coordinated national enterprise. Shared services for finance and IT had been established and a centralized operations team provided overflow support, but execution suffered from unclear ownership and poor coordination across branches and corporate.
Working capital was rising and staffing fill rates lagged, in part because a one-size-fits-all approach to deploying change proved ineffective across a network this diverse. The private equity-owned company needed a clearer understanding of where breakdowns were occurring and how to capture the scale benefits it expected from the merger.
Drilling company revives profitability by simplifying portfolio | Innosight
Emerging from a prolonged industry downturn, a global provider of exploration drilling services and equipment had regained revenue growth but not profitability. Years of chasing unique customer needs led to a “one-stop-shop” strategy that produced extreme product proliferation. The private equity-owned company had more than 90,000 active SKUs engineered and manufactured across six global centers.
Mining company refocuses go-to-market strategy to unlock $32 million in revenue | Innosight
Following a prolonged downturn, the mining industry began to rebound with fundamentally different dynamics than prior cycles. Geopolitical shifts and accelerating demand for renewable energy and electric vehicles changed which markets were growing and what customers valued. Over five years, a private equity-owned global mining products company had launched new products with uneven market reception and lost nearly 20% of its customers while competitors strengthened their brands and won share.
