Most equity losses are not surprises at exit. The signals — budget misses, management changes, thesis assumptions that quietly stopped holding — were present in the portfolio for months. The problem is that no structured layer was watching them.
Basis provides the managed oversight layer that tracks investee performance against plan, monitors thesis compliance, maintains continuous valuation evidence, and prepares analyst-reviewed packs — so your team can focus on the decisions that require genuine judgement.
Each structure type carries different monitoring requirements, governance mechanics, and value creation levers. We apply the right framework to each one.
We help investment teams see thesis drift earlier, maintain valuation discipline, and sustain the governance standard the portfolio requires — regardless of internal bandwidth.
In-house portfolio monitoring depends on team capacity, consistent execution, and the right person looking at the right company at the right time. When any of these are stretched — and in active funds they frequently are — coverage drops, signals are missed, and valuations are harder to defend. Basis maintains the discipline regardless of internal pressure.
| Area | In-house / traditional | Basis Partners |
|---|---|---|
| Performance vs. plan | —Reviewed at board meetings and annual reviews. Budget variances accumulate between meetings without a structured tracking layer in place. | ✓Structured monthly tracking against budget and plan. Variance flags, trend analysis, and analyst commentary per investee each cycle. |
| Thesis compliance | —Documented at entry and rarely revisited in structured form. Drift accumulates until it surfaces at a portfolio review or an LP question. | ✓Original thesis assumptions reviewed each cycle against current company data. Divergence flagged with analyst rationale before it compounds. |
| Valuation evidence | —Assembled at quarter-end under pressure. Methodology is often retrospective and the audit trail incomplete when questioned by LPs or auditors. | ✓Built continuously throughout the cycle. IPEV-aligned evidence packs exist before the quarter-end conversation begins — not assembled after it starts. |
| Exit readiness | —Assessed informally as exit approaches. No structured scoring or ongoing tracking against defined indicators across the portfolio. | ✓Tracked against defined indicators each cycle. Scoring per company, movement since last review, and readiness gaps flagged ahead of exit conversations. |
| KPI discipline | —Dependent on what the company chooses to report. Missing or inconsistent KPI data is common and often not formally escalated. | ✓Tracked against an agreed KPI set per company. Missing data and unusual movements flagged as part of the managed reporting exceptions register. |
| LP and IC reporting | —Time-intensive to produce. Quality and consistency depend on who is available and how stretched the team is at reporting time. | ✓Prepared as part of the managed service. Consistent format, structure, and quality each cycle — without internal resource pressure at quarter-end. |
| Management risk | —Noted when changes happen. No structured assessment of key person dependency or management team movement as an ongoing signal. | ✓Monitored as part of each periodic review. Key person flags, management team changes, and dependency risks assessed and escalated with rationale. |
| Coverage consistency | —Varies with team capacity, portfolio size, deal flow pressure, and staff turnover. Quieter companies are routinely under-monitored. | ✓Consistent monthly coverage across the full selected cohort, regardless of internal pressure, absences, or competing transaction activity. |
A structured view of each company's position against budget, plan, and agreed KPIs — with variance commentary and trend flags updated each review cycle.
A structured review of original investment assumptions against current company data — identifying where the thesis is holding, where it has drifted, and what that means for the position.
IPEV-aligned evidence built continuously throughout the cycle — ready for auditors, LPs, and internal IC before the quarter-end conversation begins.
A scored view of each company's readiness across operational, financial, governance, and market indicators — updated each cycle and tracked against prior periods.
A full record of board pack receipt, information rights compliance, management team changes, and open governance items across the portfolio.
Packs ready for quarterly LP reporting, IC reviews, and portfolio committee meetings — consistent format and quality each cycle, without internal resource pressure.
Start with a portfolio company diagnostic. No commitment required beyond the first review.