The Problem
A $180M boutique growth-equity fund with 18 portfolio companies and a 4-person investment team was drowning in process work. Every quarter, the team spent ~3 weeks producing the LP reporting package. emailing portfolio CEOs for KPI updates, chasing missing data, manually reconciling against Carta cap tables, building a deck per portfolio company, and assembling the master report. Deal pipeline tracking lived in Affinity but the partner had to manually consolidate weekly summaries by hand.
The managing partner's complaint: "We're a fund manager, not a data-entry department. But we feel like one for three weeks every quarter."
What I Built
1. Portfolio company KPI ingestion. Each portfolio CEO is sent a personalised quarterly form via DocSend. Submissions feed a normalised Snowflake schema. Missing data triggers automated reminder sequences (T-7, T-3, T-1 days before deadline). Late submissions escalate to the fund partner with a polite drafted message.
2. Auto-generated portfolio briefs. Once data is in, Claude produces a one-page brief per portfolio company: KPI deltas vs prior quarter, narrative commentary based on submitted notes, valuation walk if a recent round priced, key risks/highlights flagged. Partners review and edit (10-15 minutes per company instead of 2 hours).
3. LP reporting deck assembly. The 18 individual briefs + fund-level summary + cap table reconciliation get assembled into the final LP package automatically. The partner's role is review and tone, not assembly.
4. Deal pipeline weekly digest. Every Monday at 7am, the team gets a digest from Claude: new leads added, stage changes, deals at risk of going cold (no activity in 14+ days), competitive deals worth watching, LP introduction opportunities surfaced from a CRM cross-reference.
Outcome
The fund's quarterly reporting transformed from a dreaded cycle into a smooth process. The two newest associates. previously consumed by data-chasing. were redeployed onto live deals. The partner's calendar opened up by an estimated 90+ hours per quarter, all of which went to deals and LP relationships rather than administrative work. Two LPs noted the improved report quality unprompted in their next investment committee meetings.