M&A Turnaround
Acquire underperforming retail & CPG businesses and turn them around with an AI platform — replacement systems live in 6–9 months, EBITDA inflection by month 12–15.
A PE-grade operating capability that diagnoses, stabilises, and rebuilds acquired retail & CPG businesses. The value-creation plan isn't a slide deck — it's implemented by the same spec-driven AI platform myndshare uses to build ventures, under human governance: crisis cash control, retrenchment before recovery, interim leadership, and a gated process from first screen to exit.
The stream advances through named decision gates — no gate can be skipped, and every artifact behind a gate is logged and reviewable.
Before anyone writes a letter of intent, we run a structured fit screen: does the target's sector, size, tech stack, and operational complexity match a template we have proven we can turn around? We score the company against our sector playbooks, flag any immediate deal-breakers (unremediable compliance issues, impossible carve-out constraints, end-of-life core systems), and deliver a concise pre-screen memo. If the fit score is too low or a kill criterion triggers, we walk away — no further spend, no LOI, no wasted diligence budget.
Artifacts produced
What makes this different
Five scored lenses behind the verdict
Five lenses are scored 0–100 from the data room and management interviews. Any single kill criterion triggers a NO-GO — the discipline to walk away is priced into the model.
Can the application estate be modernised, separated, and secured?
What does the operation actually do — from event logs, not SOPs?
Is there a defensible core with pricing power — and is the decline cyclical, not structural?
Is there a viable leadership path — incumbent, replacement, or interim CRO?
Can the organisation actually absorb the transformation being priced?
Quantified, risk-adjusted levers
Category-level elasticity models find the margin-optimal price gap — with guardrails and key-value-item exclusions.
Halo, cannibalisation, and forward-buy decomposition separates incremental sales from subsidised waste.
Spend ranked against benchmarks, weighted by switchability and contract expiry, drives the renegotiation program.
SKU-level demand forecasts recompute safety stock at target service levels and release trapped working capital.
Observed cycle times and rework rates against reference operations quantify recoverable labour cost.
The trust ladder
AI recommends; a human reviews and decides
AI prepares the complete action; a human edits and approves
AI executes; a human can veto within a time window
AI executes within guardrails; humans audit outcomes
Agents earn autonomy through measured acceptance rates — and any incident demotes them a level. High-impact commercial agents are not expected to reach unguardrailed autonomy within a hold period: sustained human review is a planned, priced cost, not an afterthought.
What we look for
- Sector
- Retail (grocery, convenience, specialty), CPG distribution, B2B trade
- Revenue
- $50M–$500M
- Headcount
- 200–2,000 employees
- Geography
- Southeast Asia first; expanding across APAC
- Situation
- Operational underperformance, legacy systems, margin compression — cyclical, not structural, decline
- We walk away from
- Structural market decline, no defensible core, change-readiness below threshold, or cash need above recoverable value
The full, confidential program definition — methodology, gates, platform services, and the financial model — lives in the live program workspace.
Questions, answered
6–9 months is the system-delivery window for high-readiness, data-rich targets: the commercial suites — pricing, promotions, supplier, inventory — built and cut over per slice. The core ledger and POS estate are retained and integrated, and the full turnaround runs 9–15 months, with EBITDA inflection expected by month 12–15. We publish the scope of the claim rather than rounding it up.
The value-leak report is banded, methodology-transparent, and reconciled to an independent QoE baseline. Before it reaches an investment committee, a third party re-performs it from the same data-room inputs, and the assessment fee is priced to stand alone from the implementation. Same-team status is disclosed, not hidden.
Agents operate the commercial suites — pricing, promotions, inventory, supplier collaboration, supply-chain analytics — under a four-level trust ladder. Every material decision passes a human gate and lands in a tamper-evident audit trail a board, lender, or auditor can inspect.
We issue a NO-GO and walk. The verdict has named kill criteria — no defensible core, structural decline, no leadership path, change-readiness below threshold, cash need above recoverable value — and any one of them ends the deal. Kill discipline is the cheapest value protection in the model.
Deal by deal, through co-underwritten SPVs with myndshare in a paid operating-partner role and meaningful skin in the game — platform and implementation fees on captive deals are subordinated until investor capital is returned. A committed fund is a later milestone, earned on delivered evidence, not a day-one assumption.
The platform ships 90+ retail-domain microservices and reusable sub-sector templates for process graphs, system specs, and optimisation models. Every engagement compounds that library — reuse rates and marginal-cost decline are instrumented from the first deal, which is what makes the speed claim repeatable rather than heroic.
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