You manage value creation across a portfolio of lower middle market companies. When a portfolio company closes an acquisition, you own the outcome but do not have to own the execution. You need someone on the ground who runs the integration the way you would if you had the bandwidth.

Large consulting firms are priced out of your deal size. Your portfolio companies do not have internal integration bandwidth. Your operating partners cannot be at every company at once. The result is a portfolio company trying to integrate a new business while also running the existing one, with no dedicated structure, no named owners, and no governance keeping priorities clear.

DBC stands up and runs the Integration Management Office (IMO) so your portfolio company leadership stays focused on operating the business. We own workstream execution, maintain governance, and give you executive-level visibility without pulling you into day-to-day decisions. You stay at the portfolio level. We run the ground floor.

You are running operations at a PE-backed company that just closed an acquisition. Integration is now on your list alongside everything else you were already responsible for. You did not sign up to run an IMO. You signed up to run a business.

Integration does not pause while you keep the existing business operating. Workstreams go unowned. Decisions stall without clear governance. Key people in the acquired company start looking for exits because nobody has communicated what the transition means for them. By Day 45, you are behind on the integration and the job you were actually hired to do.

DBC becomes the execution layer you do not have time to build. We own the integration workstreams, run the weekly steering cadence, and keep leadership informed without pulling them into the details. You make the decisions. We execute them, and we make sure that nothing falls through the gaps between your existing operation and the one you just acquired.

You bought a business. This is your first acquisition, and the complexity that shows up after close is larger than the due diligence process suggested it would be. You have capital deployed, a leadership team looking to you for direction, and a seller who ran this business on instinct and tribal knowledge, and is now walking out the door.

There is no playbook in the filing cabinet. The processes that kept this business running lived in the prior owner’s head. The employees are watching to see what changes. The customers have relationships with people who may or may not stay. You need a structured plan, clear priorities, and confidence that you are not missing something that will cost you later.

DBC brings the structure the prior owner never had to write down. We assess where the real operational risk lives, build the 90-day plan that addresses it, and execute alongside your team so the transition from the prior owner’s way of running things to yours happens with control and continuity. You protect what you paid for. The business keeps running while the transition happens around it.

You close transactions. Your value to clients is getting the deal done, at the right price, on the right terms. What happens operationally after close sits outside your scope.

Your clients call you at Day 30 because the integration is not going well. Operational complexity they did not anticipate is now consuming their leadership team, and they are looking for someone to fix it. It lands back on your desk even though it was never your problem to solve.

DBC is the resource you refer your clients to before Day 30 becomes a problem. We handle post-close execution, so your clients realize the value of the deal you closed for them. We extend your work instead of competing with it. When your clients succeed operationally after close, your reputation for delivering complete outcomes grows alongside theirs.