Director of Value Creation

Chisel Industries is a holding company based in San Francisco that partners with and acquires leading skilled trades businesses across many verticals, including roofing, HVAC, plumbing, electrical, landscaping, general contracting, and pools. We pair strong local operators with institutional capital and ChiselOS, our proprietary AI operating platform. Chisel invests in these businesses for the long term, give operators the capital, back-office muscle, and AI-native tools to grow, and reinvest in the people behind the work.

We need someone who can go into the field, map how a business actually runs, and drive the improvements that make it worth more.

That's where Director of Value Creation comes in. You'll own the value creation strategy and execution tracking across Chisel's portfolio companies, looking across every trade vertical, assessing what's already in place at each acquired business, and deciding where to optimize. Working directly with portfolio company owners, operators, and the Chisel team, you'll identify, prioritize, and monitor the initiatives that drive EBITDA growth, margin expansion, and M&A.

This is a hands-on role: you'll build and execute the value creation plan for each business, track realized impact against an EBITDA bridge, and own the KPI and reporting infrastructure that gives leadership visibility into initiative-level progress.

• Build the value creation plan for each portfolio company during diligence or shortly after close ("100-day plan"), in direct partnership with portfolio company owners and operators.
• Identify and prioritize levers across commercial (pricing, cross-sell, new markets), operational (cost, procurement, labor productivity), and financial (working capital, capex discipline) categories.
• Quantify the expected EBITDA impact of each lever and build a target baseline for each portfolio company.

• Work hands-on with portfolio company leadership to execute against prioritized initiatives.
• Track realized value against the baseline and report progress regularly to firm leadership.
• Revisit and adjust the value creation plan as new information emerges or business priorities shift.

• Own the KPI and reporting infrastructure that gives the fund visibility into initiative-level progress, not just top-line financials.
• Leverage AI tools and automation to track and produce KPI data with minimal manual effort.
• Partner with the finance team so value creation KPIs tie cleanly into financial reporting and the budget baseline.

• Support exit preparation by quantifying and documenting the value created for the investment memo or CIM.
• Maintain a clear, defensible record of initiative-level impact that can withstand buyer diligence at exit.

• Run benchmarking and best-practice sharing across portfolio companies on value creation levers and outcomes.
• Share what's working and what isn't across the portfolio to speed up value realization for newer acquisitions.

• 6+ years of experience in private equity, management consulting, corporate development, or an operating role inside a PE-backed company, with direct exposure to value creation planning.
• Strong financial modeling skills; able to build and defend an EBITDA bridge and quantify the impact of individual initiatives.
• Demonstrated experience identifying and executing on growth, margin, and revenue improvement levers in a lower-middle-market or middle-market environment.
• Comfortable working directly with founder-operators and portfolio company leadership; able to earn credibility and drive execution, not just hand off a plan.
• Experience using AI or automation tools to build and maintain KPI reporting and dashboards.
• Strong written and verbal communication skills; able to translate initiative-level detail into a clear value creation narrative for firm leadership and, ultimately, an exit process.

• Every portfolio company has a clear, quantified value creation plan and are tracking realized impact within 100 days of close.
• Initiative-level progress is tracked and visible to firm leadership on an ongoing basis, not just reconstructed at exit.
• Portfolio companies show measurable EBITDA improvement against their value creation plan within the first year.
• At exit, the value created by each initiative is clearly documented and defensible in the CIM and buyer diligence.