A focused review of one operating company’s technology, team, and execution gaps — with a prioritized plan.
Discuss this
Sagara Tech · Portfolio Value Creation
Portfolio Value Creation
Technology execution designed for organizations that own, invest in, or operate multiple companies.
Technology Value Creation for Private Equity
Private EquityInvestment HoldingsConglomeratesFamily OfficesCorporate HoldingsSovereign HoldingsBusiness Groups100+ active clients · 9 sectors · Since 2014
Confidential by default. NDA available before detailed discussions.
Technology Value Creation for
- 01Private Equity
- 02Investment Holdings
- 03Conglomerates
- 04Family Offices
- 05Corporate Holdings
- 06Sovereign Holdings
- 07Business Groups
One execution partner across the companies you own, invest in, or operate — beginning with a single mandate.
From conversation to clientSagara Tech
- Private Equity ExploringIn conversationMandateClient
- Investment Holdings ExploringIn conversationMandateClient
- Conglomerates ExploringIn conversationMandateClient
- Family Offices ExploringIn conversationMandateClient
- Corporate Holdings ExploringIn conversationMandateClient
- Sovereign Holdings ExploringIn conversationMandateClient
- Business Groups ExploringIn conversationMandateClient
Illustrative journey — every relationship begins with one mandate.
Selected clients
Execution trusted by institutions, enterprises, and financial services.
Financial services
- QNB
- BRI
- Bank Raya
- Pegadaian
- Bahana TCW Investment Management
Enterprises & SOEs
- Pertamina
- Telkom Indonesia
- Telkomsel
- ASDP Indonesia Ferry
- GMF AeroAsia
- Axiata
Government & international
- Ministry of Energy and Mineral Resources
- Ministry of Education and Culture
- Ministry of Transportation
- UNORCID
Advisory & health
- Boston Consulting Group
- Kalbe Farma
- iGene
- emedis.id
Engagement details remain confidential.
Where we are called in
From the situations owners bring to a portfolio that works.
Sagara works with owners, investors, and management teams to strengthen technology capabilities across operating companies.
Portfolio
OpCo 01Financial services
Plan depends on techResolved
Technology health
AssessedPattern reusedOpCo 02Consumer & retail
Uneven capabilityResolved
Technology health
AssessedPattern reusedOpCo 03Logistics
Single point of failureResolved
Technology health
AssessedPattern reusedOpCo 04Healthcare
Hidden technology riskResolved
Technology health
AssessedPattern reusedOpCo 05Energy & resources
Data not AI-readyResolved
Technology health
AssessedPattern reusedOpCo 06Media & digital
Readiness gaps found lateResolved
Technology health
AssessedPattern reusedShared execution layer
Sagara capabilities
EngineeringAI & DataCloud & DevOpsCybersecurityProduct Engineering
Situations owners bring to Sagara.
- 01The value creation plan depends on technology the company cannot yet deliver.
- 02Technology capability varies widely from one operating company to the next.
- 03Critical systems depend on a few individuals or a single vendor.
- 04Technology risk is hard to see before, and after, a transaction.
- 05AI and data ambitions run ahead of the data foundations beneath them.
- 06Transaction or listing readiness reveals technology gaps late.
Assess
Understand the technology environment, operating priorities, and execution gaps.
What we look at
- Technology environment
- Operating priorities
- Execution gaps
Execute
Deploy the right technology capabilities into the operating company.
- EngineeringBuild and modernize digital platforms and enterprise applications.
- AI & DataDevelop data infrastructure, analytics, automation, and AI capabilities.
- Cloud & DevOpsImprove infrastructure, deployment, reliability, and scalability.
- CybersecurityStrengthen security, resilience, and technology governance.
- Product EngineeringDesign, build, and evolve digital products.
Scale
Extend proven execution across additional businesses where relevant.
Technology Across the Portfolio
Four focused starting points.
Technology input for an acquisition, investment, or partnership decision.
Discuss thisA Sagara team deployed against one defined priority inside an operating company.
Discuss thisCommon delivery, security, and reporting standards across several companies.
Discuss thisIllustrative sequence.
Sagara Tech for Portfolio Value Creation
One WhatsApp thread. Every company in the portfolio.
Tell our portfolio desk what each operating company needs — we assess, deploy the right team and report back, in the same conversation.
See it from your seat
Across the Portfolio
OpCo 02 · EBITDA marginPricing engine
OpCo 05 · Cost baseERP vendor exit
Add-on · ValuationBefore IC
Sagara Tech
Three items this week: lift OpCo 02’s EBITDA margin, protect OpCo 05’s cost base through the ERP vendor exit, and a technology view on the add-on’s valuation before IC.
10:30 AM
Pricing team for OpCo 02 today — ERP cost plan for OpCo 05 tomorrow
10:32 AM
Diligence note on the add-on’s valuation before Thursday’s IC
10:32 AM
One quarter later
OpCo 02’s EBITDA margin is up from 18.0% to 20.4%
09:15 AM
Board pack updated — revenue, EBITDA and cash for six companies on one page
09:16 AM
Same playbook for OpCo 03 and 04 — and the new acquisition next month
09:17 AM
Teams ready Monday — same EBITDA targets, same reporting
09:18 AM
Message the portfolio desk
One Team, Every Company
Pricing & revenueOpCo 02
Cost & ERPOpCo 05
Valuation diligenceAdd-on
Teams assigned
Deployed
Monday, 09:00 WIB · OpCo 02Team in place
Board Ready
6OpCos
Revenue, EBITDA and cash across the portfolio, every month.
Value Tracked
EBITDA plan on track
Revenue, margin and cash reported
5.0
Board informed
Portfolio Growing
+2companies onboarded
+1new acquisition
18+
operating companies — one conversation
One WhatsApp thread. Every company in the portfolio.Tell our portfolio desk what each operating company needs — we assess, deploy the right team and report back, in the same conversation.Across the PortfolioOpCo 02 · EBITDA marginPricing engineOpCo 05 · Cost baseERP vendor exitAdd-on · ValuationBefore ICThree items this week: lift OpCo 02’s EBITDA margin, protect OpCo 05’s cost base through the ERP vendor exit, and a technology view on the add-on’s valuation before IC.Pricing team for OpCo 02 today — ERP cost plan for OpCo 05 tomorrowDiligence note on the add-on’s valuation before Thursday’s ICOpCo 02’s EBITDA margin is up from 18.0% to 20.4%Board pack updated — revenue, EBITDA and cash for six companies on one pageSame playbook for OpCo 03 and 04 — and the new acquisition next monthTeams ready Monday — same EBITDA targets, same reportingPricing & revenueOpCo 02Cost & ERPOpCo 05Valuation diligenceAdd-onMonday, 09:00 WIB · OpCo 02Board ReadyOpCosRevenue, EBITDA and cash across the portfolio, every month.Portfolio Growingcompanies onboardednew acquisitionoperating companies — one conversationEBITDA plan on trackRevenue, margin and cash reportedBoard informedOne WhatsApp thread. Every portfolio company.Operating partners message one desk — Sagara turns it into 100-day plans, integration teams and exit-ready technology, reported in the language of the investment committee.Across the FundPortCo 02 · EBITDA margin100-day planAdd-on · Cost synergiesDay 1 to 90PortCo 06 · Exit multipleVendor DDThree items: lift PortCo 02’s EBITDA margin in the 100-day plan, capture cost synergies at the add-on, and protect PortCo 06’s exit multiple before vendor DD.Margin plan for PortCo 02 by Friday — synergy lead starts MondayExit-readiness review at PortCo 06 next week — no surprises in vendor DDPortCo 02’s EBITDA margin is up from 14.0% to 18.5%IC update ready — revenue, EBITDA and cash across the fund on one pageRun the same playbook on the next platform dealTeam on standby for signing — Day 1 synergy plan readySynergy captureAdd-onMargin & pricingPortCo 02Exit readinessPortCo 06Day 1 · 09:00 WIB · Add-onIC ReadyPortCosRevenue, EBITDA and cash for the investment committee, every month.Fund Growingadd-ons integratednew platform dealportfolio companies — one conversationValue creation plan on trackEBITDA and cash reportedInvestment committee informedPrivate EquityOne WhatsApp thread. Every holding.Holding teams message one desk — Sagara reviews technology across majority and minority stakes, strengthens what drives NAV and reports it back.Across the HoldingsMajority stake · DividendsCloud costMinority stake · Value at riskBoard seatNew investment · Payback100-day planFor this quarter: protect dividends at our majority stake by cutting cloud costs, a value-at-risk review for our minority board seat, and a faster payback on the new investment.Cost review starts tomorrow — board-level risk review by next week100-day plan to shorten payback within ten daysCloud savings lifted dividends to the holding by 12%Holding pack updated — dividends, NAV and value at risk for every stakeApply the same review to our two listed holdingsTeams assigned — same standards, one holding reportCost & cloudMajority stakeRisk reviewMinority stakePayback planNew investmentMonday · 09:00 WIB · Majority stakeHolding Pack ReadyHoldingsDividends, NAV and value at risk across every stake, every quarter.Holdings Growingholdings onboardednew investmentholdings — one conversationDividend plan on trackNAV and risk reportedHolding board informedInvestment HoldingsOne WhatsApp thread. Every division.Group leadership messages one desk — Sagara raises shared standards across divisions while each business keeps its own character.Across the DivisionsRetail · RevenuePeak seasonLogistics · Operating expensesFleet costGroup · Shared costsOne cloudThree requests from the group office: grow retail revenue before peak season, cut operating expenses in logistics, and one shared cloud to lower group costs.Retail team shortlist today — logistics cost review starts ThursdayShared-cloud business case for the group CFO by month-endLogistics EBITDA margin is up from 9.0% to 12.0%Group board pack updated — division revenue, EBITDA and costs on one standardNext, property and media on the same platformTeams ready Monday — group cost targets, local characterRevenue growthRetailCost optimizationLogisticsCloud economicsGroup officeMonday · 09:00 WIB · RetailGroup Board ReadyDivisionsDivision revenue, EBITDA and costs on one standard, every month.Group Growingdivisions on the platformnew business unitdivisions and businesses — one conversationGroup EBITDA plan on trackDivision margins reportedGroup board informedConglomeratesOne WhatsApp thread. The whole family enterprise.The family office messages one desk — Sagara documents, secures and modernizes the family’s companies with discretion, ready for the next generation.Across the Family EnterpriseFamily business · Key-person riskDocumentationNext-gen venture · Launch costProven stackFamily office · Wealth protectionSecurity reviewThree things: reduce key-person risk at the family business, keep launch costs low for my daughter’s venture, and protect the family’s wealth with a security review.Documentation starts quietly next week — venture budget and team shortlist on FridaySecurity review under NDA — results shared in personDistribution cover is up from 1.0 to 1.4 timesFamily report ready — value, cash and distributions for every company on one pagePrepare the real-assets holding the same wayA discreet team is ready Monday — same standardsContinuityFamily businessVenture buildNext generationSecurity reviewFamily officeMonday · 09:00 WIB · Family businessFamily Report ReadyCompaniesValue, cash and distributions for the family, every quarter.Enterprise Growingcompanies preparednew venturefamily companies — one conversationFamily plan on trackCash and distributions reportedFamily informedFamily OfficesOne WhatsApp thread. Every subsidiary.The parent company messages one desk — Sagara integrates acquisitions, runs shared services and speeds up consolidated reporting across subsidiaries.Across the SubsidiariesAcquired company · Integration costDay 1 to 100Shared services · Cost baseOne ERPRegional subsidiary · Month-end closeFaster numbersThree requests: lower integration cost at the newly acquired company, reduce the shared-services cost base on one ERP, and a faster month-end close at the regional subsidiary.Integration lead starts Monday — ERP business case next weekClose-process review at the regional subsidiary on ThursdayConsolidated EBITDA margin is up from 14.0% to 15.8%Consolidated pack updated — revenue, EBITDA and cash for every subsidiary, soonerUse the same template for the joint ventureTemplate rollout starts MondayIntegration leadAcquired companyERP & costShared servicesFinance systemsRegional subsidiaryMonday · 09:00 WIB · Acquired companyConsolidation ReadySubsidiariesConsolidated revenue, EBITDA and cash, every month.Group Expandingsubsidiaries integratednew acquisitionsubsidiaries — one conversationSynergy plan on trackConsolidated numbers reportedParent board informedCorporate HoldingsOne WhatsApp thread. Every strategic asset.The holding’s office messages one desk — Sagara strengthens resilience, security and audit readiness across national assets, under formal governance.Across the AssetsEnergy · Cost of incidentsOT securityPorts · RevenueDigital operationsFinancial institution · Audit findingsRegulatorPriorities from the board: lower the cost of incidents at the energy company, grow port revenue through digital operations, and fewer audit findings at the financial institution.Security assessment team cleared — starts MondayPort business case and audit-trail plan within two weeksThe audit closed with no material findingsBoard report updated — revenue, cost and audit status across every assetExtend the framework to telecommunications nextTeam ready — same governance, same reportingOT securityEnergyPort revenuePortsAudit & controlsFinancial institutionMonday · 09:00 WIB · EnergyBoard Report ReadyAssetsRevenue, cost and audit status across national assets, every quarter.Mandate Expandingassets in the frameworknew strategic assetstrategic assets — one conversationValue plan on trackRevenue, cost and audit reportedBoard informedSovereign HoldingsOne WhatsApp thread. Every company in the group.Group owners message one desk — Sagara modernizes the core, launches new ventures and prepares companies for listing, all in the same conversation.Across the GroupCore business · EBITDA marginModernizationNew venture · Launch cost12 weeksPre-listing · ValuationIPO controlsThree things: lift EBITDA margin in the core business, launch the new digital venture at lower cost, and IPO-grade controls to support the listing valuation.Core margin review starts tomorrow — venture budget and team on FridayListing-readiness review with the CFO next weekCore EBITDA margin is up from 10.0% to 12.5%Group pack updated — revenue, EBITDA and cash for every company on one pageBring the regional companies onto the same back officeTeams ready Monday — one standard for the groupMargin improvementCore businessVenture buildNew ventureIPO controlsPre-listingMonday · 09:00 WIB · Core businessGroup Pack ReadyCompaniesRevenue, EBITDA and cash for the whole group, every month.Group Growingcompanies on one back officenew venture launchedgroup companies — one conversationGroup value plan on trackRevenue, EBITDA and cash reportedGroup owners informedBusiness Groups
Open the page for Start the conversationIllustrative conversation. Typically within one business hour.
Designed for Multi-Company Environments
Portfolio Context
Understand the wider ownership structure and operating priorities.
Flexible Execution
Technology teams can be deployed according to each company’s requirements.
Consistent Governance
Common delivery, security, and reporting standards.
Institutional Knowledge
Experience across engagements strengthens future execution.
Compounding
Each mandate strengthens the next.
Experience gained in one operating company becomes reusable knowledge for the next — so execution gets faster, delivery gets stronger, and the relationship widens across the portfolio.
Across companies, and across ownership cycles.
Start with one mandate- 01Portfolio Experience
Every mandate adds context on how operating companies actually run.
- 02Reusable Knowledge
Architectures, playbooks, and components carry from one company to the next.
- 03Faster Execution
Teams start from proven patterns rather than a blank page.
- 04Stronger Delivery
Common standards make quality, security, and reporting predictable.
- 05Broader Portfolio Engagement
Proven results open the next company, the next stage, the next cycle.
How it compounds for
- 01Private Equity
Execution that strengthens across the hold period.
- 02Investment Holdings
Shared capability across holdings, without centralizing everything.
- 03Conglomerates
Group-wide standards that respect each business.
- 04Family Offices
Patient technology stewardship for long-term holdings.
- 05Corporate Holdings
Consistent delivery across subsidiaries.
- 06Sovereign Holdings
Governance and resilience suited to strategic assets.
- 07Business Groups
One partner across companies, sectors, and stages.
Across the Ownership Cycle
Scroll to move through the cycle
Questions we help answer
- Is the technology fit for the plan being underwritten?
- Where are the key-person and vendor dependencies?
What Sagara deploys
Technology assessment · architecture and code review · team and vendor review · findings report
Questions we help answer
- Which systems must be modernized first?
- Can the current team deliver the roadmap?
What Sagara deploys
Engineering teams · modernization roadmap · platform rebuilds · delivery governance
Questions we help answer
- Where can AI and data create measurable value?
- How do we scale without losing reliability?
What Sagara deploys
AI & data teams · cloud & DevOps · product engineering · automation
Questions we help answer
- How do we keep delivery steady over several years?
- How do we reduce dependence on individuals?
What Sagara deploys
Managed engineering capabilities · maintenance · security operations · reporting
Stage 05 / 05
Prepare
Technology readiness for strategic transactions and future growth.
Discuss this stageQuestions we help answer
- Will the technology hold up under buyer or investor scrutiny?
- What should be documented and resolved before a transaction?
What Sagara deploys
Readiness review · documentation · remediation · security hardening
Sagara execution layerPresent at every stage — the same teams, standards, and reporting.
EngineeringAI & DataCloud & DevOpsCybersecurityProduct Engineering
Portfolio Value Creation
Where technology shows up in the numbers.
Private equity lens
Technology value creation is read in a portfolio company’s financial statements. Each priority maps to lines a board already reviews.
Select a priority
Portfolio company · financial statements
Income statement
Revenueimproves
Cost of revenueimproves
Gross profitimproves
Operating expensesimproves
EBITDAimproves
Cash flow
Capital expenditureimproves
Working capitalimproves
Free cash flowimproves
Risk and valuation
Downtime and incident lossesimproves
Valuation multipleimproves
Value creation bridge
Entry valueRevenue growthMargin expansionCash conversionRisk and multipleExit value
What the investment committee watches
Revenue growthCustomer retentionDigital share of sales
EBITDA marginCost to serveIT cost as % of revenue
Forecast accuracyCash conversion cyclePricing realization
System availabilitySecurity incidentsExit readiness
Illustrative mapping, not a forecast or a result. Actual impact depends on each company’s baseline and plan.
Discretion by design
- 01
Confidential by default
Conversations, portfolio information, and findings stay within the engagement team.
- 02
NDA before detail
We are glad to sign a non-disclosure agreement before detailed discussions.
- 03
A plain perspective
Findings are reported plainly to owners and management — including what should not be built.
Indonesia and beyond
Execution in Indonesia, for owners across Asia-Pacific.
For investors and groups with operating companies in Indonesia, Sagara provides on-the-ground engineering capability, local context, and reporting in the language of owners and investors.
Jakarta · Bandung
Mandate brief
Tell us about the mandate.
Two minutes. It opens WhatsApp with your brief ready to send — nothing is stored on this site.
Questions owners ask
Do you only work with private equity firms?
No. We work with organizations that own, invest in, or operate multiple companies — including investment holdings, conglomerates, family offices, corporate and sovereign holdings, and business groups.
Can we start with a single operating company?
Yes. Most relationships begin with one specific technology priority in one company; we build the execution capability around that mandate and extend it only where relevant.
How do you work with existing IT teams and vendors?
Alongside them. Sagara complements internal teams and current vendors, under common delivery, security, and reporting standards agreed with management.
Do you support technology due diligence?
Yes. We provide technology assessment and diligence support for acquisitions, investments, and partnerships, and readiness work ahead of strategic transactions.
Where do you operate?
Sagara is based in Jakarta and Bandung, Indonesia, and is set up to work with owners and investors across Southeast Asia and Asia-Pacific whose companies operate in Indonesia.
How is confidentiality handled?
Engagements are confidential by default, and we are glad to sign an NDA before detailed discussions.
How are engagements structured?
Around a defined mandate — scope, team, governance, and reporting are agreed up front, then reviewed as the relationship develops.
A Focused Beginning
Portfolio relationships often begin with one specific technology priority within an operating company.
Sagara establishes the execution capability around that mandate and develops the relationship from there.
For owners, investors, and management teams.