Move to Portcos Autonomy
RakerOne helps private equity firms drive SG&A efficiency, productivity gains, and execution speed across portfolio companies, without long transformation cycles.
AI automation influenced over half of exit value
80% of portcos have not operationalized AI
Average back-office cost savings
↘ Manual work
Manual work increases with revenue and complexity
Finance, sales, and operations operate in silos
Quotes, invoices, and documents handled manually
Reporting assembled manually
SG&A grows faster than EBITDA
Improvements driven by local initiatives
Execution quality varies by management team
↗ Autonomous work
Growth without additional headcount
End-to-end workflows, and execution
Automated generation, validation, and execution
On-demand visibility across portfolio operations
SG&A leverage improves as volume scales
Repeatable value-creation levers across portcos
Consistent operating discipline
Further questions?
Deployable Operating Lever
RakerOne gives private equity firms a repeatable operating capability they can deploy across portfolio companies without redesigning processes or relying on local experimentation.
Operating teams can identify high-friction workflows and deploy automation in weeks, turning operational improvement into a standard playbook instead of bespoke initiatives.
Over time, this creates compounding value as the same execution patterns are reused, refined, and scaled across multiple deals and operating contexts.
Immediate SG&A Leverage
RakerOne targets the manual coordination, paperwork, approvals, and rework that quietly drive SG&A expansion as portfolio companies grow.
By automating finance, sales operations, HR, and back-office workflows, growth is absorbed by systems rather than additional headcount.
This delivers structural efficiency improvements that expand margins while preserving execution quality, employee focus, and operational stability heading into exit.
Works Across Portfolio
RakerOne operates above existing systems, allowing deployment across portfolio companies with different ERPs, CRMs, maturity levels, and industry constraints.
Common workflow patterns apply across insurance, real estate, manufacturing, and services without forcing technology standardization or disrupting revenue-critical systems.
This enables private equity firms to establish a shared operating model while allowing portfolio companies to retain autonomy in how they execute.
