A written 100-day plan for the portfolio company after close.
A prioritized value creation plan for a newly acquired company, with EBITDA levers, named owners, and a scorecard your team will actually follow.
When this engagement makes sense
The deal just closed and the operating partner needs a real plan in the first 30 days.
There is a thesis but no one has translated it into named workstreams with owners.
Management is technically capable but has never operated under PE governance before.
An existing VCP exists but it is a list of aspirations, not a plan with a scorecard.
Cadence in the business is monthly when it should be weekly.
The thesis that won the deal has to become an operating plan in weeks, not quarters. Momentum lost in the first 100 days is hard to recover. Most VCPs sit in a deck nobody reads. The work is to turn the thesis into something the management team owns, with a cadence that runs whether you are in the room or not.
The deliverables
Prioritized EBITDA bridge
Every value-creation lever from the thesis sized against EBITDA. Quick wins, structural plays, and capex separated. Owners named per lever.
Workstream charters
Three to six named workstreams covering revenue, operations, technology, data, and people. One owner per stream, one set of metrics, one reporting cadence.
Weekly operating scorecard
The numbers the leadership team commits to seeing every Monday. Designed so red items demand a decision, not a discussion.
Operating cadence installed
Weekly operating review, monthly board update, quarterly thesis check. Templates and meeting structure handed to the CEO.
30-60-90 day milestones
The specific outcomes management is on the hook for in the first 30, 60, and 90 days. Tied to the EBITDA bridge.
Sponsor reporting pack
The format the operating partner gets every month. Built so the deal team can see thesis-versus-actuals without chasing.
The engagement
Land and listen
On-site with the management team. Read the thesis against the asset. Identify what is already moving, what is stuck, and where the EBITDA bridge actually lives.
Size and sequence
Levers sized. Workstreams scoped. Owners named with the CEO. First version of the scorecard drafted and tested against last quarter's numbers.
Land the plan
Working session with the leadership team. Plan adopted, not presented. Cadence installed. First weekly review run with me in the room.
Hand off
CEO runs the second weekly review. I am on call. Sponsor reporting pack live. The plan belongs to the management team.
A good fit if
- PE deal teams and operating partners in the first 30 days post-close.
- Independent sponsors who closed without an embedded operating team.
- Family offices completing their first direct investment.
- Portfolio CEOs new to the discipline of a written, owned plan.
Probably not if
- —Companies needing a turnaround rather than a value-creation plan.
- —Deals where the sponsor wants a deck and no one to own the result.
A thesis became an operating plan in five weeks.
A lower-mid-market services business closed with three big levers in the thesis: pricing, packaging, and a CRM rebuild. By week three, each lever had an owner and a number. By week five, the management team ran their first weekly review against the scorecard. By month four, two of the three levers were tracking ahead of plan. The third was honestly behind. Both were visible to the sponsor without a single follow-up email.