Greg Head Outlines a Strategic 90-Day Plan for PE-Backed Companies

In a recent LinkedIn post, Greg Head outlines a strategic approach for leaders interviewing at private equity (PE)-backed companies, emphasizing judgment over mere ambition when responding to the common “first 90 days” question. Head clarifies that PE firms are not looking for grand, sweeping gestures but rather for a candidate’s ability to make sound decisions and reduce uncertainty within the critical early period.

Understanding the PE Interviewer’s Objective

Greg Head asserts that the question about the first 90 days is designed to assess a candidate’s judgment, not their eagerness to implement change. He cautions against generic responses that focus on assessment and relationship-building without a clear plan of action. According to Head, the wrong answer often sounds like:

“I’d come in, assess the situation, and build relationships.”

Instead, Head proposes a structured, three-phase plan that prioritizes identifying and mitigating risks before scaling initiatives.

Phase 1: Identifying Value Leaks (Days 1–30)

Head’s recommended initial 30 days are dedicated to deep learning and problem identification. This phase is about understanding the inner workings of the company without the pressure to impress. Key areas of focus include:

• Identifying where decisions are truly made.
• Understanding what processes fail under pressure.
• Assessing the reliability of financial data.
• Recognizing the founder’s ongoing influence on systems.

The primary goal, as Greg Head points out, is to “identify the value leaks and key-person risk.” This foundational understanding is crucial for effective intervention in the subsequent phases.

Phase 2: Stabilizing the Core (Days 31–60)

In the second month, the focus shifts to implementing immediate improvements that create leverage. Head emphasizes that this is not the time for ambitious, long-term projects but for fixing core operational issues. He suggests concentrating on:

• Establishing clean and accurate reporting.
• Defining clear lines of ownership.
• Addressing bottlenecks that hinder growth or execution.
• Implementing a single process that reduces reliance on individual heroic efforts.

As Greg Head explains, the objective here is to “make performance predictable, not perfect.” This phase aims to build a stable operational foundation upon which future growth can be built.

Phase 3: Creating Repeatability (Days 61–90)

The final 30 days of this initial plan are dedicated to scaling successful initiatives and ensuring sustainability. This involves documenting key aspects of the business to reduce dependence on specific individuals. Head highlights the importance of documenting:

• Critical decisions made.
• Established processes.
• Key performance metrics.

The ultimate goal, according to Greg Head, is to “turn momentum into transferable value.” This ensures that the positive changes implemented are not tied to the leader’s presence but become embedded in the company’s culture and operations.

What PE Firms Typically Avoid

Greg Head strongly advises against proposing immediate, disruptive changes in the first 90 days. He lists several actions that PE firms generally view with caution:

“I’d implement a new system immediately”

“I’d redesign the org”

“I’d roll out a new strategy”

Head argues that such actions introduce unnecessary risk. Instead, PE firms prefer leaders who can quietly achieve specific outcomes. As Greg Head concludes, PE firms are looking for individuals who:

• Reduce uncertainty.
• Increase visibility into operations.
• Build leverage without fanfare.

This approach, Head suggests, acknowledges that while speed is essential in PE-backed environments, the cost of mistakes can be substantial.