Systems that support the value creation plan, from the first 100 days to exit.

For investors and the teams that run their firms: adding firms, splitting off parts, reports and the sale.

Start with one portfolio company. We'll reuse it for the next. What we need from your team

Step 1 of 3

Are you looking at a portfolio company, or the fund itself?

First step: a 100-day systems review

We start every acquisition with a short systems review that fits the 100-day plan. It is method, not a forecast: what the company runs, what the sponsor needs to see, and the first phase that pays back.

• What the company runs today, system by system, and who owns each one.
• Which figures the sponsor, lenders and board need, in whose definitions, and when.
• Where the numbers are re-keyed, reconciled by hand or held in spreadsheets.
• Which contracts, licenses and transition services end, and when.
• What a buyer's diligence team would find today, and what would make it clean.
• Which first phase pays back inside the hold, with its owner and acceptance.

Already standardized on NetSuite or Sage Intacct? Keep the standard. Odoo runs the operations an add-on needs, connected to the portfolio's finance system, and TRC agrees the reporting feed with your finance team.

See an investor's CORE report

The portfolio problem

Acquisition integration

Each add-on arrives with different software and a different chart of accounts.

Reporting across companies

The sponsor, the lenders and the board each want the same figures in their own definitions.

Control

Approvals, access and an audit trail that hold up when the business doubles.

Exit

A buyer's diligence team that finds clean data and consistent figures over the whole hold.

Why the ERP decision lasts

Holding periods have lengthened, not shortened. Private Equity Info reports a median holding period of 6.0 years for exited PE-backed companies, the longest since its series began in 2000 (February 2026). Bain reports an average holding period at exit of around seven years (2026). The system chosen in the first year is usually still in place at exit, and the buyer's diligence team will examine it.

In a BCG survey, 56% of private equity investors said they expect a valuation haircut of more than 10% if a portfolio company's ERP is at end of life (December 2024).

How Odoo is applied across a portfolio

The first 100 days

A short systems review of a new acquisition that fits the 100-day plan: what it runs today, what the sponsor needs to see, and what has to change first.

Buy-and-build

Each add-on joins one chart of accounts on a repeatable template, with a target date for its first consolidated close.

Carve-outs

The separation plan is tied to the transition services agreement's term, with rehearsals and a go or no-go review before cutover.

Sponsor and lender reporting

The monthly sponsor pack, lender covenant pack and board pack come from one set of figures, in each audience's definitions.

Portfolio reporting

Consistent measures across portfolio companies, so the operating partner compares like with like.

Exit readiness

Clean master data, consistent KPIs over the history a buyer will review, and controls a diligence team can test.

What a buyer's diligence team will look at

• Data quality: duplicate customers and suppliers, consistent product and account codes.
• Controls: access by role, approvals and an audit trail.
• The upgrade path: how much is standard Odoo, and how anything else is built and maintained.

Carve-outs, in numbers

Transition services agreements typically run 6 to 24 months, with extension price increases of 10% to 25% per period, and many supplier contracts do not assign to the buyer (BD Emerson, August 2026).

Add-ons are most of the activity

Add-ons made up nearly 74% of North American private equity deal activity (PitchBook, cited by CohnReznick, May 2025). Leading firms build the 100-day plan before close and aim to integrate key systems within six months (CohnReznick, May 2025).

Scenarios for sponsors

• A platform company brings its first add-on onto one chart of accounts An investor-backed platform company buys its first add-on. The add-on runs different software and a different chart of accounts, and the sponsor wants consolidated figures within the first quarter.
• A carve-out leaves its parent's ERP before the transition services agreement ends A business is carved out of a large group. It runs inside the parent's ERP under a transition services agreement, and extensions cost more each time.
• The monthly sponsor and lender pack comes from one set of figures A portfolio company's small finance team builds a sponsor pack, a lender covenant pack and a board pack from spreadsheets each month, in three formats.
• Exit readiness: the buyer's diligence team finds clean, consistent figures A portfolio company is preparing for sale. Buyers will ask for clean history, consistent KPIs and evidence of controls, and the data room needs to be ready months before the process starts.

About Odoo, for investors

In November 2024, Odoo announced a €500 million secondary transaction at a €5 billion valuation (Summit Partners, 20 November 2024).

An official Odoo partner, registered in the US, UK, Ireland and South Africa.

Sources for this page: Private Equity Info, 13 February 2026 opens privateequityinfo.com ↗ · CFO.com on Bain, 25 February 2026 opens cfo.com ↗ · BCG, 3 December 2024 opens bcg.com ↗ · BD Emerson, 3 August 2026 opens bdemerson.com ↗ · CohnReznick, 27 May 2025 opens cohnreznick.com ↗ · Summit Partners, 20 November 2024 opens summitpartners.com ↗ .

What TRC has delivered

Business systems implemented and supported since 1991, including multi-site retail, international subsidiaries, acquisitions brought onto shared records, and integrations to card acquirers, banks and payroll. Customer stories TRC has argued for one version of the truth, in a single database, since at least 2014.

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