Align360 Execution & Performance Advisory

The value-creation plan is only as strong as the organization executing it.

A dedicated organizational-performance partner for lower-middle-market private equity.

Align360 helps management teams navigate sponsor investment, integration, growth and other high-change moments—building the organizational discipline, structure, operating rhythms, accountability and leadership capability required to move quickly without moving recklessly.

The problem

When performance falls short, look beyond operations, technology, and commercial strategy.

Look at the organization responsible for executing them.

Many lower-middle-market organizations lack the organizational discipline and internal capability required to navigate significant change without compromising business performance.

The result: slower execution, unnecessary cost, and constrained value creation.

Why Align360

High-velocity, high-impact change—done right.

I focus on the organization’s foundation to determine what must change, what should be preserved and how each decision affects cost, capacity, productivity and business performance.

Then I stay through implementation—working alongside sponsors and management teams to build internal capability and make improvements part of how the business operates.

The Align360 Framework →

Leadership
Accountability
Structure
Operating Rhythms
Org Discipline

The foundation behind performance

The Dashboard

Company-level depth. Portfolio-level visibility.

Two minutes inside the Align360 Sponsor Intelligence Portal

Align360 · Sponsor Portal — sample data
Portfolio OverviewOrganizational maturity and business performance across the portfolio
Organizational Capability Organizational Performance · 10 leading indicators
Portfolio Company LdrRhythmAcctDesignDisc Labor %OT ($)Regret TurnICR
Northwind ManufacturingIndustrial 2.8 3.1 2.2 2.6 3.0 31%$149K9%78%
Cardinal Ridge HealthHealthcare Services 3.7 3.6 3.2 2.9 3.4 28%$96K6%84%
Ptarmigan FabricationIndustrial 1.4 2.1 1.3 2.4 1.9 39%$284K21%41%
Vantage PrecisionIndustrial 3.8 2.7 3.2 3.6 2.9 26%$71K5%91%
Organizational Strength3.6 – 4.0 Functional2.6 – 3.5 Deficient1.6 – 2.5 Critical Gap1.0 – 1.5

Organizational Capability

Leadership Effectiveness2.8
Operating Rhythms3.1
Performance Accountability2.2
Organizational Design2.6
Organizational Discipline3.0

Key Insights

Performance AccountabilityScorecards exist at every level. Consequences do not — missed targets carry no operating response.

Organizational DesignTwo redundant layers of middle management in Operations are slowing every decision.

Operating RhythmsWeekly cadence has landed. The monthly business review is still ad hoc.

Initiative Progress

InitiativeProgressOwnerTimelineStatus
Stand up weekly operating reviewCompleteR. PatelQ2 2026On Track
Redesign Operations structureIn designJ. AlvarezQ3 2026At Risk

Execution Risks

RiskMitigationImpact
No accountability mechanism below VP levelDefine decision rights; tie scorecards to review cadenceHigh
Span of control below target in Plant 2Consolidate two supervisor layersModerate

Leadership Action Plan

ActionOwnerTimelinePriority
Define decision rights matrix below the C-suiteCEO30 daysHigh
Coach VP Operations on performance conversationsAlign36060 daysModerate

Organizational Capability — Maturity Over Time Rolling 4 quarters · Q3 ’25 – Q2 ’26

2.3Q3 ’25
2.4Q4 ’25
2.5Q1 ’26
2.7Q2 ’26

Crossed from Deficient into Functional this quarter.

Organizational Performance Trends

Labor Cost %31%
Overtime$149K
Initiative Completion78%
Regrettable Turnover6%

Each of the ten carries its own trend line. Click any chart to enlarge.

Filters

Operating Context
Industrial Organizational Capability
Performance Accountability

Performance Accountability · 3 companies

Peer average 2.2 / 4.0 · Deficient

Vantage Precision3.2
Northwind Mfg2.2
Ptarmigan Fabrication1.3

Dashed rule marks the peer average. Ptarmigan sits 0.93 below it — the widest single-capability gap in the portfolio.

ALIGN360 Quarterly Organizational Report
Northwind ManufacturingIndustrial · Q2 2026
Organizational Capability Trend compares against the prior quarter
CapabilityScoreTrendStatus
Leadership Effectiveness2.8↑Functional
Operating Rhythms3.1↑Functional
Performance Accountability2.2→Deficient
Organizational Design2.6↑Functional
Organizational Discipline3.0↑Functional
Continues with Maturity Over Time, Rating Scale, Key Insights, Business Performance, Initiative Progress, Execution Risks and Leadership Action Plan.
Align360 · Proprietary & ConfidentialNorthwind Manufacturing · Q2 2026
01 / 06

Every company. One row.

Each portfolio company is assessed against the same framework and presented in a single view. Scan across the portfolio—not through another deck—to surface outliers, identify patterns and see where intervention may be needed.

Beyond the Dashboard

Technology creates visibility. Judgment creates value.

The Sponsor Dashboard scales the work. What powers it is how I work: digging deep, following the data, reading the dynamics technology cannot capture, connecting what others see as separate, challenging what isn’t working and driving insight all the way through to action.

Complement, not replacement

Specialized expertise that complements the operating team

Align360 does not replace the sponsor's operating partners or the portfolio company's management team. It adds dedicated organizational-performance expertise where leadership, operations and people intersect—diagnosing what is getting in the way of execution and working across functions to make the necessary changes happen.

You need me when

The problems sit across functions, leadership, and the way the organization operates.

How I operate

Ruthless compassion.

Alicia Catatao, founder of Align360
Alicia CatataoFounder, Align360

Excellence is my standard. I push hard, expect accountability, and don't shy away from difficult decisions.

I’ve spent my career driving change in high-pressure environments—bringing the clarity, discipline and alignment required to move businesses through restructurings, workforce reductions, leadership changes and periods of significant transformation.

And through all of it, I've maintained the trust and respect of the people around me. I lead with authenticity, communicate directly, and bring enough humor and energy to make difficult work feel a little less heavy.

  • Assess.
  • Prioritize.
  • Execute.
  • Sustain.

Embedded alongside your leadership team, not adjacent to it.

Proof

Different business problems. The organization was the lever.

Rhodium

Enterprise transformation under pressure.

The business problem
A founder-led bitcoin data mining company facing liquidity pressure, ongoing litigation, high leverage against near-term debt obligations and operational underperformance while navigating significant leadership transition. Mining uptime had fallen to 68%. Performance had to improve while the capital structure was being resolved.
The organizational constraint
Leadership gaps, fragmented accountability, an inefficient labor model, limited management infrastructure, and unclear ownership were constraining execution at a time when the company had very little margin for error.
Intervention
  • Managed a CFO exit and CEO re-entry without losing operational continuity
  • Rebuilt the operating model around the right leaders, roles, and structure
  • Implemented headcount planning, forecasting, and human-capital cost modeling
  • Reclassified 60% of the workforce to hourly, including compensation realignment, policy redesign, and system reconfiguration required to support the new labor model
  • Redesigned performance management and incentives to market
  • Built the governance, systems, and workflows a leaner company could actually run on

Business result

68%→90%+

Uptime restored, recovering compressed hashrate and revenue. ~$549K of bloated legacy bonus liability unwound, and $500K+ in annual savings through benefits restructuring — inside six months. Mitigated an estimated $1M employment-law exposure.

Cresco Labs

Delivery existed. Nobody owned it, and the labor model couldn't carry it.

The business problem
Florida's cannabis market is commercially constrained. Delivery presented a new channel to expand revenue and market reach without expanding the physical retail footprint. Post-acquisition, delivery existed as a channel but not as a defined operation.
The organizational constraint
Ownership was unclear, there was no operating model, and the workforce and accountability structure had not been designed to support performance or scale. Labor was deployed inefficiently and compensation was misaligned with the work being performed. Drivers were paid as static roles regardless of output, creating real internal friction and a structure that couldn't flex with demand.
Intervention
  • Built a dual-function labor model so drivers could flex into retail during downtime
  • Aligned the org structure to the delivery model and the revenue objective behind it
  • Engineered an HRIS-enabled compensation fix: employees clock into role-based position codes and pay adjusts to the work performed in real time
  • Activated the ‘location’ feature, enabling team members to flex into other stores and capture per-store labor hours accurately
  • Created a ‘Lead’ job level, giving stores the flexibility to cover managerial responsibilities as needed

Business result

~$400K

payroll reduction against the year-one forecast — roughly one FTE per delivery-enabled store.

And it keeps paying. Delivery hours that used to sit idle at driver pay now convert into retail productivity at the retail rate. That's structural P&L relief carried into every budget after it — not a cut that has to be made again next year.

Rhodium can be called two things. RBA or RAA. Rhodium Before Alicia or Rhodium After Alicia.
Chief Executive Officer, Rhodium
She has an exceptional talent for driving organizational alignment, optimizing workforce operations, and building scalable structures that deliver results without losing focus on the employee and customer experience.
Connie Wolsey, VP of Retail Operations

Start here

If your portfolio companies need to transform, grow or improve performance, let's connect.

Book an intro call

Or reach me directly at aliciacatatao@gmail.com.