ONA for PE sponsors - the secret to monetising exits

PE buy blind usually given competition for deals. Once they have acquired something they have to figure out who they've bought (an organisation of people usually), how good they are and how to make them better. Objective measures of leadership team bench strength indexes highly when they come to sell and can affect their exit multiples so one thing operating partners have to do is make swap puts early in the hold period if needed, then stabilise the leadership team over next few years to execute business plan with as few drop outs as possible. We usually advocate a good 360 but ONA will help too. Specifically to help PE understand a) Portco PE leadership internal connectivity and who might be at risk of leaving (cohesion), b) how well they reach into the business (coverage), c) how much do they listen to the business (consensus), d) who people are at -1 and below they should aim to keep (who might be high influencing hi-pos), and e) how teams perform inn terms of key operational metrics like innovation, retention, collaboration, execution and silo busting to execute the plan. I would like to hear from people interested in collaborating on building a state of the art ONA discipline that can help PE solve these critical people problems using ONA. Consulting experience, a hunger to connect with PE globally and willingness to build an offering would be great.