Momentum Capital Partners works at the intersection of private equity, financial services and transformation. We execute inside the asset, alongside the CEO and the operating partner, and we are measured against the model the deal was signed on.
When shareholder priorities require focused execution, MCP deploys a small, senior team alongside the CEO and operating partner, turning complex challenges into measurable value creation.
A senior team without the pyramid. A typical engagement is two to five people working hand in hand with the shareholder and the leadership of the asset.
Every mandate carries a target derived from the deal case. Agentic AI, process automation and advanced data analytics are deeply embedded in our execution approach.
Access to former and current CIOs, COOs, restructuring executives and migration specialists. People we have worked with and trust, brought in for where it matters.
A retail bank, carved out of a global banking group and bought by a private equity owner, losing over €100m a year and newly under direct regulatory supervision.
The bank had just completed a big bang platform migration and needed stabilising while losing money. Management was stretched, a regulatory review was live, and the social partners were known for defending every role.
CEO sponsored, controlled by the shareholder, with a core team of four and no layer in between. Short sprints for every function: full data transparency, a zero based view of the organisation, and a value-add test on every major process. A monthly cost committee forced the decisions the line would otherwise defer.
More than 200 initiatives delivered the target. Agreements were signed with the toughest social partners without a strike and below the budgeted severance envelope. Multiple core banking systems were consolidated and key processes were automated end to end. No revenue was put at risk, and we stayed through negotiation and execution.
We secure value creation along the entire investment lifecycle, from due diligence to cost and revenue transformation.
Commercial due diligence
Market, customer and competitive evidence for the bid, sized from data rather than from interviews alone, and written so the investment committee can act on it. The value creation hypotheses come out of the same work, so what you underwrite is what gets delivered.
Market sizing · Customer and churn analytics · Competitive position · Value creation hypotheses
Carve-out and Day-1 readiness
We start at the perimeter and work down through the operating model: what moves, what stays, what gets rebuilt. TSA scope written so it can be exited rather than extended and a Day-1 plan rehearsed before it is announced.
Separation design · TSA scoping and exit · Day-1 readiness · Stranded cost
PMI and platform migration
Integration and data migration treated as one problem: the target operating model and the platforms that have to be consolidated as well as the client data that has to arrive intact. Joint planning and rehearsing before cutover guided by a central execution team.
Target operating model · Platform consolidation · Data migration · Dress rehearsals · Cutover planning · Hypercare
Restructuring and cost programmes
Structural cost-out plans beyond hiring freeze: Spans and layers, demand management and sourcing, process redesign and platform consolidation, as well as the governance that keeps the run rate down after we leave.
Spans and layers · Zero-based cost design · Sourcing and demand mgmt. · Run-rate governance
Revenue acceleration
Revenue plans usually arrive as a target with a story attached. We size the levers instead: pricing and discount discipline, the portfolio gaps worth closing, distribution that has not yet moved digital, and what the customer data already says about churn and share of wallet. Each one measured against margin rather than turnover. Where the organic runway ends, the same analysis sizes the bolt-ons that fill out the platform.
Pricing and discounting · Product portfolio · Digital distribution · Customer analytics
Momentum Capital Partners has worked with private equity investors and financial institutions across Europe since 2019.
We work as an extension of the investor's own team rather than as an outside adviser: the same objective, the same reporting line, the same accountability for the number. Our people come from banking and insurance operations, data engineering and programme delivery, and most have run the function they are now advising on.
15 years in strategy and M&A advisory, specialising in private equity transactions and financial services transformation. Ex-BCG and Stern Stewart.
15 years in management advisory and tech-driven transformation, spanning from carve-outs to banking integration and cost reduction. Ex-Stern Stewart.