A hundred-day plan built on measured operations
Baseline, quick wins, and an EBITDA bridge whose every line traces to a specific process change — with the exit audit trail generated as a by-product rather than a second project.
Book a portfolio conversationThe hundred days set the pace for the hold.
Value creation plans written from the model rather than from the operation tend to fail the same way: the baseline was a forecast, the initiatives had sponsors instead of owners, and by month nine nobody can say which lever moved the number.
We build the plan against measured operations. Every initiative gets an owner, a metric, a baseline and a date, and two or three quick wins land early enough to pay for the work and buy the management team's belief in the rest.
What happens when.
- 01
Days 1–20
Operational baseline measured across the value chain; the reported version is checked against the observed one.
- 02
Days 21–45
Initiative set agreed with management, sized and sequenced, with owners named and metrics defined.
- 03
Days 46–80
Quick wins executed and measured; the first automation goes into a live process rather than a pilot sandbox.
- 04
Days 81–100
EBITDA bridge assembled from measured movement, governance handed to management, next two quarters sequenced.
What the sponsor holds at day 100.
- A measured operational baseline that future claims can be tested against
- A sequenced value creation plan with owners, metrics and dated checkpoints
- Two or three delivered quick wins with before-and-after numbers
- An EBITDA bridge where each line traces to a specific process change
- Operating cadence and reporting the management team runs without us
- An audit trail of what changed and what it was measured against — the raw material for the exit story
Why these plans hold.
Baseline before initiative
Nothing goes on the plan until we know what it is being measured against. Unbaselined initiatives are how bridges become unfalsifiable.
Owners, not sponsors
One named person per initiative who can be asked a question and answer it, inside the portfolio company rather than at the firm.
Documentation as by-product
The evidence a buyer will diligence at exit is generated by running the plan properly, not assembled two years later from memory.
Common questions.
- Do you take an operating role?
- We run the plan alongside management for the hundred days and then hand it over. If the portfolio company cannot run the cadence afterwards, the engagement failed regardless of what the bridge says.
- What if management resists?
- Quick wins first, chosen partly for that reason. A team that has seen a real number move in six weeks engages very differently with the harder work in month three.
- Does this work for add-on platforms?
- Well, and it compounds: one process standard and one measurement definition across the platform makes the second and third add-on materially cheaper to integrate.
Book a 30-minute briefing
A short conversation is usually enough to tell you whether this is the right first move — and what it would cost.
Book a portfolio conversation