The gap between what a value creation plan assumes and what the operation can actually deliver has a name: the Execution Gap. EGP closes it.
15+
Years Operating
$500M+
P&L Responsibility
100+
Distribution Centers
Recent engagements have identified between $4M and $18M in annual operational improvement opportunities.
Our Credentials
Elliott Growth Partners was founded by a senior operator with national-scale supply chain ownership and P&L responsibility at multiple Fortune 500 companies, including The Home Depot and Whirlpool.
Daniel Elliott
Founder & Managing Partner
15+
Years Operating
$500M+
P&L Responsibility
100+
Distribution Centers
Operational Experience Includes
Leading network consolidation and carrier diversification
Standardizing KPIs and SOPs across national scale 100+ distribution center networks
Driving margin expansion in highly complex networks with high degrees of variability and volatility
Aligning operational systems and processes with value creation plans, closing the Execution Gap
Our focus: The Execution Gap is the distance between what a value creation plan assumes and what the operation can actually deliver. EGP identifies the constraint, quantifies the impact, and closes it.
The Constraint Model
Every engagement begins by identifying which of these three constraints is the dominant limiter of performance. Fixing the wrong thing first is the most expensive mistake in operational value creation.
Physical bottlenecks limiting network throughput. The structural barriers preventing the operation from moving volume at the rate the business requires.
Decisions driven by incomplete or inaccurate data. When the system tells operators the wrong story, execution suffers regardless of leadership quality.
Leadership structures and operational discipline that prevent consistent delivery. The human and organizational factors that turn good plans into inconsistent results.
One of these three constraints is limiting your portfolio company's EBITDA. EGP identifies which one and delivers a quantified roadmap to address it. In 30 days.
The Framework
A structured, fixed-scope diagnostic for PE value creation teams. Delivering operational clarity and a measurable plan tied to EBITDA impact.
What We Evaluate
Network Throughput and Flow Constraint Identification
Data Signal Quality and Decision Accuracy Assessment
Execution Structure and Leadership Bottleneck Analysis
KPI Coverage, Governance, and Performance Visibility
EBITDA Leakage Quantification and Prioritization
How It Works
Four Weeks. One Dominant Constraint Identified.
Operational Intake and Constraint Hypothesis
Data Analysis and Signal Quality Assessment
Dominant Constraint Identification and EBITDA Quantification
Board-Ready Constraint Roadmap and 90-Day Action Plan
Deliverables
Dominant constraint identification with supporting analysis
Quantified EBITDA leakage map by constraint category
GP-ready executive summary and findings presentation
Board-ready 90-day Constraint Roadmap
Track Record
Representative engagements illustrating the scope and impact of our operational work.
Multi-site consumer products company, PE-backed
Actions
Assessed 40+ distribution centers; consolidated network by 20%; redesigned order flow and product frequency routing.
Result
Reduced network costs by $18M annually; reduced lead times by 20%; reduced labor costs by 10%.
Final mile carrier, national home improvement retailer
Actions
Integrated acquired final mile carrier into retailer's national delivery network; assessed SOPs, cost structure, and capacity alignment.
Result
Improved carrier capacity by 15%; reduced lead times across integrated network; increased EBITDA margin by 12%.
National home improvement retailer, e-commerce expansion
Actions
Led planning and strategy for buildout of 10 direct fulfillment centers designed for next-day parcel delivery and 3 to 5 day bulky item delivery.
Result
Achieved next-day delivery coverage for over 80% of the U.S. population; drove measurable market share gains and revenue growth against national competitors.
National home improvement retailer, multi-carrier environment
Actions
Assessed full third-party carrier mix; consolidated carrier base to build strategic partnerships, reduce cost complexity, and improve accountability.
Result
Reduced carrier costs by approximately 10% while improving service consistency and carrier performance across the network.
Perspectives
Perspectives on operational value creation, execution risk, and the evolving private equity landscape.
In fifteen years of running distribution and logistics operations at national scale, I have never seen a value creation plan fail because the strategy was wrong. It fails because the operation cannot execute it. The gap between what a GP's model assumes and what the warehouse floor can actually deliver is the most expensive problem in PE-backed logistics. It is almost never addressed before close. By the time it shows up in the numbers, months of hold period are already gone.
Daniel Elliott
Most portfolio companies have KPIs. Very few have KPI discipline. The difference is not the metrics. It is whether the data is accurate, whether leadership reviews it at the right cadence, and whether they act on what it reveals. The single fastest indicator of a portfolio company's execution capability is how the operations team responds when the numbers show a problem. Do they explain it away, or do they fix it? That answer tells you more about value creation potential than any financial model.
Daniel Elliott
The best PE-backed logistics transformations I have been part of share one characteristic: the GP treated supply chain as a strategic asset, not a cost line. When carrier strategy, network design, and fulfillment infrastructure are managed as drivers of enterprise value rather than expenses to minimize, the EBITDA impact is material and durable. The companies treating logistics as a cost center are leaving money on the table every quarter.
Daniel Elliott
Get In Touch
If you're evaluating execution risk in a current or prospective portfolio company, we'd welcome a confidential conversation.
Response Time
Within one business day
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