TCP Operations Director/Manager - Value Creation GTM

About the role

The Director/Manager, Value Creation - Go-To-Market (GTM) leads commercial due diligence and drives post-close value creation across Sales, Marketing, and Customer Success for portfolio companies. The role combines strategic advisory with hands-on execution, partnering closely with deal teams and portfolio company leadership to accelerate revenue growth, sharpen commercial efficiency, and embed scalable GTM practices across the portfolio. Role positioning at a glance Bridge between the deal team and portfolio operators - translating diligence insights into execution. Front-of-house focused - Sales, Marketing, Customer Success, RevOps Hands-on, with the credibility to step into interim leadership roles when the situation calls for it. Builder mentality - codifying repeatable playbooks that compound value across the portfolio. Key Responsibilities 1. Commercial Due Diligence (Pre-Close) Lead front-of-house diligence workstreams, building a clear, data-backed point of view on revenue quality and growth potential. Areas of focus include: Revenue quality and sustainability - ARR composition, churn dynamics, expansion motion, cohort behavior. Sales effectiveness - pipeline health, conversion rates, sales cycle length, ICP alignment, rep productivity, attainment, and assessment of compensation plans Pricing and packaging - willingness-to-pay, discounting discipline, monetization opportunities. Customer segmentation and unit economics - LTV/CAC dynamics by segment, payback periods, expansion potential. Competitive positioning and GTM strategy - differentiation, win/loss patterns, route-to-market fit. Assessment of GTM maturity and operational gaps. Beyond workstream execution, the role is expected to: Build clear investment theses around growth and defensibility. Identify quick wins and medium-term value levers, with rough sizing and confidence. Partner with external advisors when used - but own the conclusion. 2. Value Creation Planning (Pre-Close) Translate diligence findings into an actionable Value Creation Plan (VCP) - GTM section, including: A prioritized roadmap spanning the first 100 days and the 12-24 month horizon. Revenue growth initiatives - new logo motion, expansion and retention plays, channel and partnership moves. Sales organization improvements - coverage model, role design, comp plan refinements. Marketing strategy shifts - demand generation engine, positioning, brand and content. Customer Success and retention improvements - health scoring, intervention motions, expansion playbooks. Partner with finance and investment teams on revenue modeling, growth assumptions, and KPI tracking tied to TCP value creation plans Ensure tight alignment across: The investment thesis and the value creation plan. CEO and executive team - establishing early alignment pre-close wherever possible. 3. Post-Close Execution (Hands-On) Support or directly lead execution of priority initiatives inside portfolio companies. Typical workstreams include: Sales organization redesign - territories, role definition, quota setting, compensation plans. ICP refinement and segmentation - tightening the target customer profile and aligning the GTM motion around it. Pipeline generation engine - SDR build-out, marketing alignment, outbound and ABM motions. Pricing and packaging redesign - value-based pricing, plan architecture, monetization levers. Customer Success model - retention playbooks, upsell and cross-sell motions, segmentation of CS coverage. RevOps and data infrastructure - pipeline hygiene, forecasting discipline, KPI definitions, reporting cadence. Depending on the situation, this may include stepping into the portfolio company as: Interim leader (e.g. interim CRO or Head of Sales) during transitions. Program lead or transformation lead for a defined initiative. The expectation is measurable impact on growth and commercial efficiency. 4. Portfolio Engagement & Governance Act as a trusted partner to portfolio company CEOs, CROs, and CMOs, while maintaining the rigor expected by the Operating Partner, Deal team and Investors. Responsibilities include: Establishing a working cadence with portfolio leadership that balances support and accountability. Owning the GTM KPI dashboard at the portfolio level, with focus on ARR growth, net retention, CAC efficiency, and pipeline coverage. Leading regular progress tracking against the VCP - milestones, leading indicators, and value realization. Escalating issues early with a proposed solution, not just a flag. Create standardized reporting that can be leveraged across multiple portfolio companies. 5. Toolkit & Playbook Development (Across Portfolio) Codify learning across deals into reusable assets that compound value across the portfolio: GTM playbooks covering the most common transformation patterns (sales redesign, pricing, pipeline build, CS uplift). Sales and Customer Success maturity frameworks for diagnosing portfolio companies quickly. Standardized KPI dashboards and definitions

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