Why Mid-Level Hires Are the Unsung Heroes of PE-Backed Growth
In private equity, the pressure to create value is immediate and unforgiving. Once the ink dries on a deal, the clock starts ticking and every day counts. PE firms know this. That’s why they move fast to install new leadership, align on a bold vision, and polish the strategic roadmap.
But what happens after that initial sprint?
For many PortCos, momentum fades. Execution stalls. KPIs flatline.
Not because the strategy was flawed but because the team required to execute it was never built.
The hard truth?
The biggest threat to post-acquisition success isn’t usually in the boardroom it’s in the middle.
The Execution Gap That No One Talks About
PE firms pour time and capital into C-level hires and rightfully so. CEOs, CFOs, and COOs set the tone, pace, and direction. But the success of their strategy hinges on another layer of leadership that’s often under-prioritized: Director and Manager-level talent.
These are the leaders who:
- Implement GTM strategies
- Run plants and distribution centers
- Lead cross-functional projects
- Motivate front-line teams
- Own execution across sales, ops, and product
They are the bridge between the executive vision and the people doing the work.
When that bridge is missing or weak, PortCos suffer from:
- Fragmented execution
- Slow transformation rollouts
- Employee churn and low morale
- Poor accountability and missed financial targets
Let’s break down 5 mission-critical roles that quietly make or break a PortCo’s performance especially in the first 12–24 months post-acquisition.
1. Director of Sales / Regional Sales Manager
The Revenue Driver You Can’t Afford to Hire Late
When it comes to revenue generation, your C-suite can set aggressive targets but it’s your Director of Sales or Regional Sales Manager who owns the number.
These are the leaders who:
- Manage and mentor front-line reps
- Drive pipeline discipline
- Enforce territory strategies
- Track performance KPIs
- Optimize pricing, deal velocity, and close rates
They are the ones who turn your GTM strategy into monthly bookings. And yet, too many PortCos delay hiring these roles expecting existing sales reps to self-manage or waiting for a VP to “figure it out.”
The cost?
A leaky funnel, underperforming territories, and missed growth targets.
PortCos with strong sales directors hit revenue milestones faster period.
2. Director of Operations / Plant Manager
The Heartbeat of Manufacturing & Distribution
If your PortCo operates in manufacturing, logistics, or industrials, then your Director of Operations or Plant Manager is arguably the most critical role outside the C-suite.
These leaders are responsible for:
- Driving throughput and productivity
- Managing supply chain complexities
- Overseeing labor, safety, and compliance
- Delivering cost efficiencies without sacrificing quality
- Implementing Lean / Six Sigma / CI practices
A strong ops leader keeps margins healthy, turns CapEx into ROI, and prevents the CEO from getting dragged into daily firefighting. In contrast, a weak one results in delayed shipments, high labor turnover, and customer churn.
In PE-backed industrial companies, this role is operational glue.
3. Director of Finance / FP&A Manager
The Interpreter Between Strategy and Reality
Your CFO sets financial vision, but it’s your FP&A Manager or Director of Finance who builds the models, tracks the metrics, and creates visibility.
They:
- Own budgeting and forecasting
- Align financial metrics to operating KPIs
- Enable data-driven decisions across departments
- Track post-close synergy and transformation progress
- Prepare financial packages for the board
When this role is missing or underpowered, you’re flying blind. Leadership lacks the insight to course-correct, and teams can’t measure the impact of their initiatives.
An embedded finance lead is the difference between strategic guessing and operational precision.
4. HR Director / People Operations Manager
The Culture Builder Behind Executional Stability
PE-backed companies grow fast. That growth often comes with organizational whiplash.
That’s why an experienced HR Director or People Ops Manager is essential.
They help:
- Translate culture into behavior and policy
- Manage onboarding and performance frameworks
- Ensure alignment between roles, comp, and accountability
- Support hiring ramp-up and succession planning
- Mitigate legal and compliance risk during transitions
More importantly, they help create clarity and cohesion during high-change periods.
If you’re scaling a PortCo without someone ensuring the people piece of the puzzle is handled you’re asking for burnout, misalignment, and turnover.
5. Director of Customer Success / Service Manager
The Retention Engine Most PortCos Ignore
So much attention goes to acquiring new customers that many PortCos forget the value of keeping the ones they already have.
A high-performing Customer Success Director or Service Manager drives:
- Net revenue retention
- Expansion opportunities within accounts
- Customer satisfaction and NPS
- Reduced churn and reactive support
- Smooth onboarding of new clients
This role becomes even more critical in SaaS, services, and recurring revenue models.
The reality: It’s 5–7x more expensive to acquire a new customer than to keep an existing one.
Yet most PE-backed companies underinvest in this post-sale leadership.
If you want stickier revenue and stronger upsells, this role can’t be an afterthought.
Why These Roles Matter More in PE
In traditional corporate environments, companies can afford to grow into these roles over time. But in private equity, the runway is shorter and the stakes are higher.
Every missed hire at the executional level has a compounding cost:
- Delay in key initiatives
- Slower topline growth
- Higher turnover
- Strategy drag
- Reduced exit multiples
C-level hires get the attention.
But execution lives in the middle.
What Top PE Firms Do Differently
At TAG, we partner with PE-backed companies that understand executional depth is not a luxury it’s a requirement.
Here’s what these firms do:
- Align hiring plans to the 100-day strategy not just the org chart
- Treat Director/Manager-level roles as part of the value creation playbook
- Prioritize speed-to-hire (our average is 28 days or less)
- Look for functional alignment and cultural fit
- Build operational redundancy to de-risk growth
The result? Faster revenue, smoother integrations, and stronger exits.
Final Thought: Build the Middle, Win the Market
If your post-close hiring strategy stops at the C-suite, you’re leaving execution to chance. The roles listed above may not grab headlines but they are the ones who turn strategy into traction.
As PE timelines compress and market conditions tighten, these middle-layer hires will increasingly separate winning PortCos from stagnant ones.
Want to fill these roles fast with the right fit, not just a warm body?