Private equity advisory · Operating model design
Most technology firms know they need to become AI-native.
Few know how to rebuild the operating model to get there.
Malleus Point works with private equity sponsors, technology and IT Services company leadership on operating model design, revenue quality, and AI-native transformation.
20+
Years operating leadership
3
Acquisitions sourced & closed
$250M
Business scaled at SoftServe
$50M–$250M
Range of full P&L ownership
The problem
The AI conversation is a delivery conversation.
AI is fundamentally changing the technology ecosystem; existing models and approaches will not scale. Many firms have struggled to pivot in this landscape where scope stays the same. The rate card stays the same. Margin holds for about four quarters. Then the client expects more. Renewals get harder. The pipeline fills with smaller deals, and the response inside the business is usually to sell more of the same work, faster.
The firms that will thrive in the AI era focus on rebuilding three things at once.
How work is priced
So revenue stops tracking headcount.
How delivery is staffed
So the model holds when utilization & output assumptions change.
How go-to-market sells
An outcome instead of a team.
This is an operating problem, not an AI problem.
It runs through the comp plan, the delivery organization, the sales motion, and usually the leadership team. It does not get solved by standing up an AI practice.
How we work
Three ways to engage.
Operating assessment
A focused 60–90 day review of the delivery model, revenue quality, and go-to-market motion. Ends with a plan the board can act on and a clear view of what the leadership team can execute.
Fractional operating leadership
CEO, COO or President level engagement inside a portfolio company. Delivery model redesign, go-to-market restructuring, and leadership assessment, executed rather than recommended.
Commercial and operating diligence
Pre-acquisition work on technology services and AI services targets. Delivery model durability, revenue concentration, pricing structure, and the realistic cost of a post-close transition.
Track record
Two decades running technology services businesses.
For private equity sponsors and boards.
Solvd
Chief Executive Officer of a private equity backed technology services company. Repositioned the firm from staff augmentation to AI-native delivery through capability build and acquisition, sourcing and closing Tooploox and EastBanc Technologies.
SoftServe
Built the industry-led go-to-market model for the Americas and scaled the healthcare and life sciences vertical to $250M across 3,500 people.
Virtusa
SVP and Chief Technology Officer for global healthcare, insurance, and life sciences. Built the Connected Experience business from the ground up.
Adam Gabrault · Principal & Founder
Adam Gabrault has spent twenty years building and running technology services businesses, most recently as Chief Executive Officer of Solvd. He has held full P&L ownership from $50M to $250M, closed three acquisitions, and served on company boards. His work consistently centers on the same problem: moving a services business off time and materials delivery toward outcomes it can price, staff, and defend in a global model.
He holds a degree from Wake Forest University and lives north of Boston.
Malleus is Latin for hammer. The point is where force concentrates towards successful outcomes.