GLZ Partners  ·  Asia-Pacific  ·  2026

The technology & AI
operating partner for
Asia-Pacific private equity.

Four services across the deal lifecycle — diligence, transformation, roll-up integration and carve-out. Operator-led, AI-native, delivered in-market.

What We Do Start a Conversation

Founded by an ex-Carlyle technology operating partner  ·  Singapore hub, delivery across APAC

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6+ yrs As a PE technology operating partner across APAC
25+ yrs Technology leadership, operator side
50+ Portfolio-company value-creation programmes
100+ Technology and cyber diligences

The Answer · Read This First

What We Do

GLZ Partners is the technology operating capability for private equity. We are engaged by the sponsor, we work to the deal thesis, and we are measured against a baseline the CFO already reports.

1

Tech, AI & Cyber Diligence

Pre-close, inside your timetable. What you are buying, what it will cost to fix, and the upside worth underwriting.

Read more → 2

Digital & Tech Transformation

Post-close through the hold. A sequenced plan with owners, baselines and dates — and the delivery to land it.

Read more → 3

Roll-up Platform Integration

One runbook per add-on: Day 1, the data, the systems consolidation, the synergies.

Read more → 4

Carve-out Planning & Execution

Day-1 continuity, TSA exit ahead of the cliffs, a standalone stack built for the business that exists.

Read more →
Pre-close → exit One relationship across the hold, not four procurements
< 10 weeks From sprint start to the first measured result in the numbers
Standing playbook Scalable across the portfolio
CFO-signed Every claim reconciles to the EBITDA bridge

Service 1 · Tech, AI & Cyber Diligence

What you are buying, what it costs to fix,
what is worth underwriting

Delivered inside the deal timetable, in two to four weeks, from a data room, six to ten management calls and whatever extracts the target can actually produce. Written as a memo a partner can forward, not a deck.

What we look at

  • Systems and spend. Full inventory, run-rate IT cost, contract terms, change-of-control and auto-renewal exposure.
  • Cyber and data. Baseline against a named standard, incident history, personal-data handling per jurisdiction, insurance implications.
  • Technical debt and key-person risk. What is custom, who understands it, and what happens if they leave at close.
  • AI claims. Anything the seller says is AI, tested for what is actually in production and what it measurably does.

What you get

  • A red-flag list. Ranked, each one classified as a price issue, a condition, or a walk.
  • A cost-to-fix view. Remediation and standalone estimates you can put into the model before you sign.
  • A scored upside thesis. The target rated across the five value levers — grow, run, know, think, protect — with the two or three worth funding in year one.
  • A Day-1 and 100-day view. What has to be true at close, and what the first sprint should be.
2–4 weeks Typical turnaround, deal-timetable paced
Data room + 6–10 calls Everything we need from the target, no more
Standalone Useful even if you stop here — and it becomes the plan if you do not

Service 2 · Digital & Tech Transformation

A sequenced plan with owners, baselines
and dates — and the delivery

Six to eight weeks to the strategy and roadmap. Five levers create the value — grow, run, know, think and protect. Three foundations make them possible: a capable technology leader, right-sized systems and data, and an operating rhythm. Every initiative traces to revenue, margin, risk or exit value, or it does not go on the roadmap.

The five levers that create the value

Grow Revenue growth
  • Acquisition and conversion
  • Pricing and mix
  • Churn, LTV and cross-sell
conversion · CAC · ARPU
Run Margin
  • Process automation
  • AI-assisted work
  • Cost-to-serve analytics
cost-to-serve · cycle time
Know Better decisions
  • One trusted source of truth
  • Governed reporting and BI
  • Forecasting and demand
forecast accuracy · data quality
Think Productivity
  • GenAI copilots
  • Predictive models
  • Intelligence in the workflow
adoption · time saved
Protect Risk & resilience
  • Security baseline
  • Detection and response
  • Governance and readiness
posture · incidents · response

The roadmap across the hold

0–6 months

Establish

Leadership gap closed, risky basics fixed, one trusted version of the numbers, and the first quick wins launched.

6–18 months

Scale

Systems of record live, data trusted. Grow, Run and Know scale; the cyber baseline goes everywhere.

18 months +

Compound

Foundations self-sustaining, AI embedded in workflows, and every add-on integrated faster than the last.

Cash and EBITDA are never summed. Working-capital release is reported separately from the EBITDA bridge, because that is how your LPs read it.

Service 3 · Roll-up Platform Integration

One runbook, reused for every add-on —
integration is repeatable

Integration depth is decided pre-close, from the thesis — not discovered afterwards. Everything downstream is one runbook, run per add-on and edited after every deal, so each acquisition integrates cheaper than the last.

Light

2–4 weeks

Identity, email and the security baseline onto the platform; reporting mapped into the platform pack. Local systems stay.

Standard

2–3 months

Plus chart-of-accounts harmonisation, master data onto the warehouse, and licence and vendor consolidation.

Full

3–6 months

Plus application rationalisation and core-system migration onto the platform stack; IT organisation integrated.

The runbook — one sequence per add-on

Pre-close

Diligence

  • Systems and data inventory
  • Contracts: assignment and change of control
  • Integration cost into the deal model
Day 1–30

Stabilise

  • Email and identity onto one tenant
  • Security baseline: EDR, MFA, backups
  • Reporting into the platform pack
Day 30–90

Data

  • Chart of accounts harmonised
  • Customer and supplier master deduplicated
  • Licence and vendor savings banked
Day 90–180

Consolidate

  • Core-system decisions tested, not defaulted
  • Process and service-desk convergence
  • Runbook retrospective
Ongoing

Compound

  • Cross-sell off one customer master
  • Vendor category sourcing
  • Savings tracked to the deal model
Always integrate

Identity, security, vendor contracts, the reporting pack.

Only on a tested case

ERP, CRM, operational systems, service-desk merge.

Stays local

Payroll and statutory filing, tax and e-invoicing engines, customer channels in WhatsApp / LINE / WeChat — and the whole China stack.

Timeboxes are planning norms for mid-market add-ons, not commitments — entanglement and data quality drive the clock, not company size. Full runbook available on request.

Service 4 · Carve-out Planning & Execution

Day-1 continuity, then a TSA exit
ahead of the cliffs

The work starts before signing: by close the separation plan, the TSA terms and the governance are agreed, or they become the buyer's problem. Unusually relevant in APAC given the wave of Japanese and Korean corporate carve-outs.

Proven, not assumed

Day-1 continuity

  • Invoice customers, collect cash, pay suppliers and staff
  • Own domain and own tenant; everyone can log in
  • Hard yes/no tests, each with a named owner and a date
A dated exit calendar

The TSA

  • Per service: charge, cliff, notice period, dependencies
  • The exit calendar works backwards from each cliff
  • Three governance tiers, one change process, one issue log
Built for this business

The standalone stack

  • ERP route decided sign-to-close: clone, greenfield or stay
  • Sequenced to the cliffs, not to architectural elegance
  • Land three months before the cliff, not on it
Three numbers apart

The economics

  • TSA cost — a wasting asset; every exit is the saving
  • Stranded cost — usually understated in the CIM
  • Standalone run cost — often below the parent allocation
6–12 mo Typical IT TSA term; a 24-month TSA is usually a separation plan that does not exist yet
6–18 mo Typical full separation, driven by IT entanglement (market norm)
5 lines The weekly report, every week — no more, no less

The weekly report is five lines, every week: Day-1 critical list · TSA services exited against plan · run-rate savings as realised annualised EBITDA · separation spend against budget · top three risks, each with an owner.

Full method in the GLZ carve-out playbook — available on request.

Guoliang (GL) Zhong, Founder & Managing Partner of GLZ Partners

Guoliang (GL) Zhong

Founder & Managing Partner

Singapore

Who You Will Work With

Led by an operator
who has held the seat

01

PE technology operating partner

Ran technology value creation inside Carlyle, one of the world's largest sponsors, across Asia-Pacific portfolios — the same playbook, now available to funds that cannot carry a standing team.

02

Operator, not adviser

Has driven systems change through real operating companies, in-market, where adoption rather than technology is the hard part.

03

AI-native by construction

The firm is built on current-generation AI from day one, which is what makes a fractional model viable at mid-market deal size — not a legacy consultancy with an AI practice bolted on.

Global business-group CIO, FrieslandCampina. Led MarTech and SalesTech globally.

Friso. Took the brand to digital-first in China.

Get in Touch

Let's talk about
the deal in front of you.

Whether it is a diligence inside a live timetable, a value-creation plan for a hold that has already started, an add-on to integrate or a carve-out to separate — we would like to hear about it. Responses within one business day.

✉ gl_zhong@hotmail.com
● Singapore hub · delivery across Asia-Pacific
● Confidential. No engagement required to start the conversation.

Your information is treated with complete confidentiality.

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Enquiry Received

We'll be in touch within one business day.