Alignment with the parent
Subsidiary technology that supports group strategy.
Portfolio Value Creation
Technology Value Creation for Corporate Holdings
Consistent technology delivery across subsidiaries, aligned with the parent company’s direction.
100+ active clients · 9 sectors · Since 2014
Confidential by default. NDA available before detailed discussions.
The owner’s lens
Subsidiaries that move with the parent’s direction.
Corporate holdings need every subsidiary to deliver to the same standard while serving its own market. Sagara aligns technology with group strategy and integrates new companies onto shared foundations.
- 01Align with the parent
Subsidiary priorities tied to group strategy.
- 02Integrate
New and acquired companies brought onto common systems.
- 03Standardize
Comparable quality, security, and reporting everywhere.
- 04Optimize
Shared capability that avoids duplicated cost.
Corporate Holdings
What these teams tend to need
Consistent delivery
Comparable quality, security, and reporting in every subsidiary.
Integration after acquisitions
New subsidiaries brought onto common systems and standards.
Cost discipline
Shared capability that avoids duplicated effort.
Sagara Tech for Portfolio Value Creation
One 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 Subsidiaries
Acquired company · Integration costDay 1 to 100
Shared services · Cost baseOne ERP
Regional subsidiary · Month-end closeFaster numbers
Sagara Tech
Three 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.
10:30 AM
Integration lead starts Monday — ERP business case next week
10:32 AM
Close-process review at the regional subsidiary on Thursday
10:32 AM
One quarter later
Consolidated EBITDA margin is up from 14.0% to 15.8%
09:15 AM
Consolidated pack updated — revenue, EBITDA and cash for every subsidiary, sooner
09:16 AM
Use the same template for the joint venture
09:17 AM
Template rollout starts Monday
09:18 AM
Message the portfolio desk
One Team, Every Company
Integration leadAcquired company
ERP & costShared services
Finance systemsRegional subsidiary
Teams assigned
Deployed
Monday · 09:00 WIB · Acquired companyTeam in place
Consolidation Ready
6Subsidiaries
Consolidated revenue, EBITDA and cash, every month.
Value Tracked
Synergy plan on track
Consolidated numbers reported
5.0
Parent board informed
Group Expanding
+2subsidiaries integrated
+1new acquisition
15+
subsidiaries — 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.
Consistent delivery across subsidiaries.
Who we work with
Parent-company CIOs and CTOs · Subsidiary leadership · Shared-services teams
Questions
Can Sagara help integrate a newly acquired subsidiary?
Yes. We support technology assessment and integration onto common systems and standards.
Do you replace subsidiary IT teams?
No. We work alongside them and strengthen delivery where it is needed.
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