Which value-creation levers pay back inside the hold period?
The value creation plan, speed, and a view you can compare across the portfolio.
The six stages, as you lead them
Stage 1: See the economic truth
Where is value actually created, and where is it consumed?
You see each portfolio company’s economic truth in a form you can compare across companies.
Output: Profit by customer, product and channel after the cost to serve them, sorted into quartiles and a value-versus-complexity quad.
Stage 2: Price and cost to serve honestly
Does each segment pay for what it consumes?
You find the pricing and cost-to-serve levers inside the value creation plan.
Output: The gap between price and cost to serve by segment, with pricing and terms options.
Stage 3: Concentrate on the vital few
Where will we focus, and what will we stop or change?
You confirm where each company concentrates, inside the investment thesis.
Output: An approved focus set, and a decision for the rest: standardize, reprice, consolidate, shift channel or responsibly exit.
Stage 4: Release capacity
What capacity does that focus free?
You see the capacity each company releases and how it moves earnings.
Output: Freed hours and spend by function, with a plan for where they go.
Stage 5: Reinvest into growth
Where does the freed capacity go?
You direct reinvestment toward the thesis.
Output: A reinvestment plan aimed at growth in the vital few.
Stage 6: Compound it
How do we make this repeat?
You track it at board cadence, all the way through to exit.
Output: Owners, a review cadence and an ARC™ rhythm, so each cycle starts from a stronger base.
The Way to Wealth™ calculator
Your Current, Improvement and Dream scenarios side by side: customers, revenue, costs and profit, with action cards and an Excel model you can download and load back. Your figures stay on this device.
What goes in, what comes out
Inputs
- Segment data the company provides, under its own authorization
- The value creation plan
Outputs
- A sequenced list of levers
- An earnings bridge
- A board tracking view
Who decides
- Decides
- The portfolio CEO decides on operations; the board and deal team decide on capital.
- Recommends
- You, as operating partner, recommend.
- Consulted
- Functional leaders in the company are consulted.
How you will know
Leading measures
- Cost-to-serve gap closed
- Levers on plan
Lagging measures
- EBITDA
- Cash conversion
Bring one portfolio company’s value creation plan to a confidential conversation.
Schedule a Conversation — opens the booking calendar in a new tabThe same six stages, from another seat
- CEO / PresidentWhere does our profit really come from — and what will we stop doing to grow it?See your path
- Entrepreneur / FounderHow do I scale what already works without scaling the complexity?See your path
- Functional ExecutiveHow does my function concentrate on what our vital-few customers need?See your path
- The Leadership TeamDo we share one view of the economic truth — and one set of priorities?See your path
- Advisor / CoachHow do I guide a client through this rigorously, and repeatably?See your path
Start with a confidential conversation about what you want to achieve
Opens the approved calendar in a new tab. An appointment is confirmed only by the calendar provider.