Standards across divisions
Common delivery, security, and reporting across very different businesses.
Portfolio Value Creation
Technology Value Creation for Conglomerates
Group-wide technology standards that respect the character of each business.
100+ active clients · 9 sectors · Since 2014
Confidential by default. NDA available before detailed discussions.
The owner’s lens
One group, many businesses — standards that respect each one.
Conglomerates balance group-wide discipline with the independence of each business. Sagara sets common standards where they add value and adapts delivery to each division.
- 01Map the divisions
Systems, teams, and vendors across the group.
- 02Set group standards
Delivery, security, and reporting agreed with group leadership.
- 03Modernize the core
Legacy systems renewed without disrupting operations.
- 04Share platforms
Data, cloud, and security used across divisions where it fits.
Conglomerates
What these teams tend to need
Modernizing legacy estates
Core systems renewed without disrupting operations.
Shared platforms where they fit
Data, cloud, and security capabilities used across the group where sensible.
Talent at group scale
Engineering capacity that flexes with each division’s priorities.
Sagara Tech for Portfolio Value Creation
One WhatsApp thread. Every division.
Group leadership messages one desk — Sagara raises shared standards across divisions while each business keeps its own character.
Across the Divisions
Retail · RevenuePeak season
Logistics · Operating expensesFleet cost
Group · Shared costsOne cloud
Sagara Tech
Three requests from the group office: grow retail revenue before peak season, cut operating expenses in logistics, and one shared cloud to lower group costs.
10:30 AM
Retail team shortlist today — logistics cost review starts Thursday
10:32 AM
Shared-cloud business case for the group CFO by month-end
10:32 AM
One quarter later
Logistics EBITDA margin is up from 9.0% to 12.0%
09:15 AM
Group board pack updated — division revenue, EBITDA and costs on one standard
09:16 AM
Next, property and media on the same platform
09:17 AM
Teams ready Monday — group cost targets, local character
09:18 AM
Message the portfolio desk
One Team, Every Company
Revenue growthRetail
Cost optimizationLogistics
Cloud economicsGroup office
Teams assigned
Deployed
Monday · 09:00 WIB · RetailTeam in place
Group Board Ready
6Divisions
Division revenue, EBITDA and costs on one standard, every month.
Value Tracked
Group EBITDA plan on track
Division margins reported
5.0
Group board informed
Group Growing
+2divisions on the platform
+1new business unit
20+
divisions and businesses — one conversation
Start the conversation
Illustrative conversation. Typically within one business hour.
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.
For international owners
Built for cross-border ownership.
Many owners of Indonesian operating companies sit in Singapore, Hong Kong, Tokyo, Shanghai, or further afield. Sagara is set up to work with them.
Singapore · Hong Kong · Tokyo · Shanghai · Jakarta
- 01
On-the-ground execution
Engineering teams in Jakarta and Bandung, close to the operating company.
- 02
Board-grade reporting
Progress reported in the language of owners and investment committees.
- 03
Standards agreed up front
Security, documentation, and delivery standards set with the owner before work begins.
- 04
Available in five languages
This page is available in English, Bahasa Indonesia, Japanese, Chinese, and Arabic.
Mandate blueprint
How a first mandate runs.
- 01
Assess
- Technology, team, and vendor review
- Findings and a prioritized plan
- 02
Execute
- A Sagara team deployed on the mandate
- A governance cadence with management and the owner
- 03
Extend
- Proven patterns reused in the next company
- Common standards across the portfolio
How Sagara helps
Four focused starting points.
Technology Assessment
A focused review of one operating company’s technology, team, and execution gaps — with a prioritized plan.
Discuss thisDiligence Support
Technology input for an acquisition, investment, or partnership decision.
Discuss thisMandate Execution Team
A Sagara team deployed against one defined priority inside an operating company.
Discuss thisPortfolio Technology Office
Common delivery, security, and reporting standards across several companies.
Discuss thisWhere it usually starts in the ownership cycle
Across the Ownership Cycle
- 01AcquireTechnology assessment and diligence support.
- 02TransformEngineering and modernization.
- 03ScaleAI, data, cloud, product, and automation.
- 04OperateLong-term technology execution and managed capabilities.
- 05PrepareTechnology readiness for strategic transactions and future growth.
Group-wide standards that respect each business.
Who we work with
Group CEOs and CIOs · Division heads · Group technology offices
Questions
Can Sagara work across very different industries in one group?
Yes. Sagara works across nine sectors and adapts delivery to each business while keeping common standards.
How do you work with existing group IT?
We complement group IT and division teams, under standards agreed with group leadership.
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 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.
Technology value creation for other owners