The gap between what a value creation plan assumes and what the operation can actually deliver has a name: the Execution Gap.
EGP diagnoses the dominant constraints driving the Execution Gap and delivers a roadmap to EBITDA improvement. In 30 days.
Recent engagements have identified between $4M and $18M in annual EBITDA improvement opportunities, representing $20M to $90M in potential enterprise value at a 5x multiple.
Our Credentials
Elliott Growth Partners was founded by a senior operator with national-scale supply chain ownership and P&L responsibility at multiple Fortune 500 companies, including The Home Depot and Whirlpool.
Daniel Elliott
Founder & Managing Partner
15+
Years Operating
$500M+
P&L Responsibility
100+
Distribution Centers
Operational Experience Includes
Leading network consolidation and carrier diversification
Standardizing KPIs and SOPs across national scale 100+ distribution center networks
Driving margin expansion in highly complex networks with high degrees of variability and volatility
Aligning operational systems and processes with value creation plans, closing the Execution Gap
Our focus: The Execution Gap is the distance between what a value creation plan assumes and what the operation can actually deliver. EGP's systematic diagnostic platform identifies the constraint, quantifies the impact, and closes it.
The Constraint Model
Every engagement begins by identifying which of these three constraints is the dominant limiter of performance. Fixing the wrong thing first is the most expensive mistake in operational value creation.
Physical bottlenecks limiting network throughput. The structural barriers preventing the operation from moving volume at the rate the business requires.
Decisions driven by incomplete or inaccurate data. When the system tells operators the wrong story, execution suffers regardless of leadership quality.
Leadership structures and operational discipline that prevent consistent delivery. The human and organizational factors that turn good plans into inconsistent results.
One of these three constraints is limiting your portfolio company's EBITDA. EGP identifies which one and delivers a quantified roadmap to address it. In 30 days.
The Framework
A structured, fixed-scope diagnostic for PE value creation teams. Delivering operational clarity and a measurable plan tied to EBITDA impact.
What We Evaluate
Network Throughput and Flow Constraint Identification
Data Signal Quality and Decision Accuracy Assessment
Execution Structure and Leadership Bottleneck Analysis
KPI Coverage, Governance, and Performance Visibility
EBITDA Leakage Quantification and Prioritization
How It Works
Four Weeks. One Dominant Constraint Identified.
Operational Intake and Constraint Hypothesis
Data Analysis and Signal Quality Assessment
Dominant Constraint Identification and EBITDA Quantification
Board-Ready Constraint Roadmap and 90-Day Action Plan
Deliverables
Dominant constraint identification with supporting analysis
Quantified EBITDA leakage map by constraint category
GP-ready executive summary and findings presentation
Board-ready 90-day Constraint Roadmap
Track Record
Representative engagements illustrating EBITDA impact and operational scope across PE-backed distribution and logistics businesses.
Multi-site consumer products company, PE-backed
Actions
Assessed 40+ distribution centers; consolidated network by 20%; redesigned order flow and product frequency routing.
Result
Delivered $18M in annualized EBITDA improvement through network cost reduction; reduced lead times by 20% and labor costs by 10%, improving competitive positioning and margin durability.
Final mile carrier, national home improvement retailer
Actions
Integrated acquired final mile carrier into retailer's national delivery network; assessed SOPs, cost structure, and capacity alignment.
Result
Increased EBITDA margin by 12% through post-acquisition integration; improved carrier capacity by 15% and reduced lead times across the combined network.
National home improvement retailer, e-commerce expansion
Actions
Led planning and strategy for buildout of 10 direct fulfillment centers designed for next-day parcel delivery and 3 to 5 day bulky item delivery.
Result
Achieved next-day delivery coverage for over 80% of the U.S. population; drove a 10–12% improvement in sales conversion, demonstrating fulfillment speed as a direct driver of revenue and enterprise value.
National home improvement retailer, multi-carrier environment
Actions
Assessed full third-party carrier mix; consolidated carrier base to build strategic partnerships, reduce cost complexity, and improve accountability.
Result
Reduced carrier costs by approximately 10%, translating directly to EBITDA margin expansion; improved service consistency and carrier accountability across the network, reducing operational risk to the value creation plan.
Perspectives
Perspectives on operational value creation, execution risk, and the evolving private equity landscape.
In fifteen years of running distribution and logistics operations at national scale, I have never seen a value creation plan fail because the strategy was wrong. It fails because the operation cannot execute it. The gap between what a GP's model assumes and what the warehouse floor can actually deliver is the most expensive problem in PE-backed logistics. It is almost never addressed before close. By the time it shows up in the numbers, months of hold period are already gone.
Daniel Elliott
Most portfolio companies have KPIs. Very few have KPI discipline. The difference is not the metrics. It is whether the data is accurate, whether leadership reviews it at the right cadence, and whether they act on what it reveals. The single fastest indicator of a portfolio company's execution capability is how the operations team responds when the numbers show a problem. Do they explain it away, or do they fix it? That answer tells you more about value creation potential than any financial model.
Daniel Elliott
The best PE-backed logistics transformations I have been part of share one characteristic: the GP treated supply chain as a strategic asset, not a cost line. When carrier strategy, network design, and fulfillment infrastructure are managed as drivers of enterprise value rather than expenses to minimize, the EBITDA impact is material and durable. The companies treating logistics as a cost center are leaving money on the table every quarter.
Daniel Elliott
Get In Touch
If you're evaluating execution risk in a current or prospective portfolio company, we'd welcome a confidential conversation.
Response Time
Within one business day
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