PE & multi-entity

Thirty portfolio companies.
One graph.
And no company inside another's.

Governance tools are built for one entity. A private equity firm has dozens, each with its own posture, its own regulators, its own risk. Amzaa runs every company's governance independently and rolls it into one view, because the roll-up is just another edge on the same graph.

Each company, its own governance

Its own controls, its own risk, its own regulators. Not a shared template forced onto entities that do not share a posture.

One roll-up view

Risk and compliance across the whole portfolio, in one place, because every entity is a node on the same fabric and rolling up is an edge.

Isolated, provably

Each tenant's sealed trail is independent. One company's records can never appear in another's, and one chain cannot affect another's.

The moment that matters at exit

Sell a company, and its governance travels with it.

When a portfolio company is sold, it leaves the group and moves to its own environment. Its governance, its history, its sealed trail, go with it, intact and verifiable, rather than being trapped in a shared system it can no longer reach.

The new owner receives a company whose governance is portable and whose record is provable. That is diligence, already done.

Per entityown posture, own governance
Roll-upone view, an edge on the graph
Isolatedtenants and chains never cross
Portablesold company takes its trail
What you are actually carrying

The obligations do not arrive one at a time, and they overlap more than anyone admits.

That overlap is the opportunity. Most of these ask for the same underlying control in different words, which is why testing a control once and letting every framework that references it update at the same time is worth more than any single feature.

Obligations at the fund
Your own regulatory perimeter, investor commitments and reporting, and the diligence your LPs run on you rather than on the assets.
Obligations at each company
Every portfolio company sits in its own sector with its own regulator, and none of them look like each other.
The reporting layer in between
Sustainability and governance reporting that must aggregate across companies which do not share a system or a definition.
Diligence and exit
The governance evidence a buyer will ask for, which is far cheaper to keep continuously than to assemble in a data room.

We hold a regulation library decomposed to the clause, taken verbatim from official sources. On a call we will tell you plainly which of the above are already in it and which are not yet, rather than implying we have everything. How the library works →

What you run on the engine

The same platform, configured for what a private equity firm actually does.

See the whole platform →
Cost, and time to live

Two things we would rather you heard from us than found out later.

On cost: The usual answer is a platform per portfolio company plus an analyst reconciling them, and that cost scales with every acquisition. Those are the lines this collapses, and it collapses them because of how the platform is built rather than through a discount.

On time: configuration is genuinely fast and we will demonstrate it rather than assert it. An implementation is not. What takes time in a rollout is almost never the software. It is agreeing your control framework and getting sign-off from people who have other jobs. No platform compresses that.

Where the money goes What going live looks like
How the saving happens
One enginenot one product per noun
One graphno reconciliation between tools
One testmany frameworks satisfied
One trailevidence is a by-product
Configurationa change is not a statement of work
Design partner programme

Bring us a portfolio you think is too varied to govern in one place.

A small cohort of regulated banks, NBFCs and the firms that own them. Early access, real influence, pricing that holds.

We are pre-launch and we will not dress it up. There are no logos on this page because there are none to show. Come and try to break the chain.