You need solid engineering output.
Not headcount growth.
Every full-time senior engineer your portfolio company hires burns cash, dilutes the cap table, and ties up capital that should be compounding toward exit. We embed a proven technical team directly into their operations so they ship faster, spend less, and create measurable value before the clock runs out on your hold period.
Fixed headcount is eating your value creation window.
Your portfolio companies aren't engineering shops. They're manufacturers, distributors, financial services firms, healthcare operators, businesses that need technology to compete, not a technology headcount problem to manage.
$150,000–$260,000+ a year the fully-loaded cost of a US senior engineer, before the equity or options most candidates now expect just to say yes.
Every option pool grant to attract that talent is dilution your fund absorbs at exit not a line item, a real haircut on your return.
Hiring takes 3–6 months per seat. Your value-creation plan doesn't have that kind of time to spare on every hire.
If that engineer leaves in year two which happens constantly in a tight technical labor market you start over, on the clock, with LPs watching.
The fully-loaded cost of a single US senior hire and it shows up quietly, as basis points shaved off your IRR, deal after deal, portfolio company after portfolio company.
We've already solved this — four times.
Agilyti's founder, Andre Chapman, has personally helped scale four companies primarily in the data and AI space to successful acquisition. In every case, the mandate was the same one your portfolio companies face: grow the technical team fast enough to hit the thesis, without burning equity or margin to do it.
- We built teams around up-and-coming technical talent instead of competing for the same expensive, in-demand senior hires everyone else was chasing which meant we needed far less equity to attract the right people.
- We maximized total compensation through salary, not shares protecting the cap table for founders and equity holders instead of quietly giving away tomorrow's return to solve today's hiring problem.
"We didn't just hire people. We built teams that made the companies worth more without giving away the value we were building."
Andre Chapman — Founder & CEO, Agilyti
Most recently, that same playbook built the engineering team inside XponentL Data an Inoca Capital Partners and Databricks Ventures portfolio company ahead of its 2025 acquisition by Genpact.
Three commitments, held on every engagement.
Problem solving
We diagnose before we deploy. Every engagement starts by identifying what's actually constraining growth or margin not just filling the seats a job description says it needs.
Accountability
One founder, directly accountable to you not a rotating account team that changes every quarter. When something needs to change, you call Andre, and it changes.
Deep technical expertise
Full-time, dedicated engineers based in Kosovo, Albania, and North Macedonia not rotating contractors. They stay on the account, learn the codebase, and compound in value the longer they're embedded.
They see the backlog.
We see the business.
Most vendors do exactly what you ask, and nothing else. Ours are embedded inside your operations they see the business, not just the backlog.
The work you hired for
Completed on schedule and to spec what every vendor promises.
The inefficiencies no one flags
Broken handoffs, manual processes eating headcount, data collected but never used found because we're actually inside the workflow.
What moves the exit multiple
Deploying deterministic AI workflows directly into core business operations, backed by a Build-Operate-Transfer path.
One executes tickets. The other looks for every legitimate way to move the number that matters at exit.
Which of these is your portfolio company?
Every portfolio company starts somewhere different, but the underlying job is the same: fewer people doing more, less knowledge trapped in someone’s head, decisions made on real data. These are the three we see most often.
The Services / Consulting Firm
Growth is gated by hiring speed, and institutional knowledge walks out the door with every departing consultant.
Embedded delivery pods, a knowledge system that captures IP as work happens, utilization dashboards.
The Product / SaaS Company
Engineering roadmaps lag behind board expectations, but scaling full-time US headcount destroys cash-EBITDA.
Full-stack engineering pods in your sprint cadence, embedded product AI, and a clear Build-Operate-Transfer path.
The Operating Business / AI Built
Critical process knowledge sits inside the heads of employees, headcount inflates handling software's work.
Single-source internal tools, deterministic AI workflows, and core operational systems built to eliminate key-person risk.
What this looks like on your numbers.
These are directional, industry-typical figures the real numbers get built with you, per portfolio company, once we understand its baseline.
Full-time US senior hire plus equity dilution, plus a 3–6 month time-to-fill.
Lower fully-loaded cost. No equity issued. Active in weeks, not months.
These figures are directional and industry-typical, not a specific quote.
What this means for your fund.
A repeatable portfolio lever. A standardized operating capability you deploy across assets not a one-off vendor relationship you have to re-negotiate for every deal.
Hold-period velocity. A faster path to executing your value-creation playbook and hitting roadmap targets well before your exit window closes.
A clear LP narrative. Demonstrate a repeatable, systematic strategy for technical scaling that directly expands EBITDA margins and protects terminal value.
Executive leverage. Free up Operating Partners from playing recruiter across portfolio assets so they can focus on high-leverage strategic initiatives.
Let's talk about your portfolio.
If a portfolio asset is falling behind on roadmap velocity or inflating fixed US overhead, let’s run the numbers. We’ll model how managed pods expand cash EBITDA and protect cap table equity.