As portfolios move from single assets to hundreds of millions in deployed capital, the operating model that worked at five sites breaks at fifty.
- What does the operating model look like at $50M in deployed capital versus $500M, and where does the old structure stop working?
- Which governance functions (reporting lines, decision rights, vendor management) have to be formalized before they become a liability, and which can wait?
- What breaks first as a portfolio scales: people, process, or systems?
- How do you standardize execution across a growing pipeline without losing the flexibility that got early projects delivered?
