Performance turnaround for a PE-backed B2B medical SW company

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A MedTech software company specializing in clinical trialdata management and analysis was acquired by private equity with a strong growth path ahead in an attractive market. However, the company faced difficulty delivering customer projects in an efficient and profitable way, threatening its liquidity position and hindering further growth. Compounded by low productivity, diffusion of responsibility, and company-wide change fatigue, investor confidence required fast action. Anding & Company was hired to run a scalability and team audit, diagnose root causes, and propose specific turnaround measures.

‍Point of Departure: Delivery capability limiting growth

‍The core issue was not a lack of demand but an inability to scale delivery profitably. Paid utilization sat at around 35%, project responsibilities were unclear, and the loss of key people had left the team stretched. Without a KPI baseline or structured unit economics, management lacked the visibility neededto act.

‍Approach: Pragmatic analysis, effective measures, focused implementation

Over four weeks, Anding combined confidential 1:1 interviews with a bottom-up quantitative analysis of financials, time tracking, project commercials, and pricing. The qualitative layer mapped delivery processes and captured technical and cultural pain points; the quantitative layer established unit economics and team utilization benchmarks for the firstt ime. Two interactive workshops brought both views together and built team understanding and readiness to implement.

‍What the analysis revealed

Increasing paid utilization from 35% to 70% — without additional headcount — would enable a revenue increase to 200% of the current baseline. A further step to 290% would become viable through a shift toward more standardized client projects and improved sales capability, with AI-driven automation as an additional lever.

‍Outcomes: Clarity, quantification, and a water-tight implementation plan

The engagement delivered a DIPOC-based operating model redesign, a staged implementation plan across delivery processes, organizational strength, and skills quality, and a fully quantified financial uplift model. The plan was designed to account for the team's capacity to undertake the transformation while focusing scarce liquidity on high-impact measures.

A performance turnaround under PE pressure requires both diagnostic speed and implementation credibility. Getting both right in parallel is what makes the difference.

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