How a PE Roll-Up Surfaced 40% of Redundant Work

A private equity-backed roll-up had completed its acquisitions but had no operational visibility into what its 500 employees were actually doing. Legacy systems across portfolio companies didn't talk to each other. Quarterly reporting was delayed. And buried beneath the surface, 40 percent of the work being performed was redundant — duplicated across teams that didn't know each other existed. Integration planning was built on org charts and assumptions, not observable reality.

Marble deployed lightweight screen and keystroke capture across a 50-person pilot team, with PII redacted before data left the environment on the client's own AWS infrastructure. The captured activity was processed into process models — maps of how work actually happened, not how it was supposed to happen. Living standard operating procedures were generated automatically and shared across teams, allowing best practices to spread before a single automation was built. Results came faster than expected: 80 percent faster post-acquisition integration, 200 to 250 hours per month returned to the business, and the 40 percent redundancy surfaced and handed to leadership for action.

The engagement began with a 50-person pilot before expanding across the broader organization — an intentional starting scope that allowed the team to validate the data model and demonstrate results before asking the client to trust the system at scale. Lightweight screen and keystroke capture infrastructure was deployed across pilot team endpoints. Before any captured data left the device, PII was redacted on-premises — a privacy architecture built specifically for the sensitivity requirements of the engagement. The client's own AWS environment hosted the data pipelines, ensuring no sensitive process data crossed organizational boundaries. Captured activity was processed by Marble's proprietary process modeling system into structured maps of how work actually occurred — distinct from how org charts or documentation claimed it was supposed to occur. From these models, living SOPs were generated automatically and shared across teams, allowing best practices to propagate without requiring manual knowledge transfer. The 40% redundancy finding was surfaced through this process modeling work and handed directly to leadership for action. Results arrived faster than expected, with 80% faster post-acquisition integration and 200–250 hours per month returned to the business within the engagement timeline.

PE firms managing post-acquisition integration for roll-ups, particularly those inheriting legacy systems and needing operational visibility before automating anything.