Value Creation Planning
A value-creation plan is only as good as the baseline it is measured from. We fix that baseline at completion, then build and track the changes.
Questions we help answer
- What are the operating changes most likely to improve this business in the first year of ownership?
- What should the first hundred days focus on, and what can wait?
- Is the reporting good enough to track the plan monthly?
- Which changes depend on system work, and who will do it?
- How will the board see progress without asking management for a separate pack?
What we do
Operating baseline
Revenue, contribution, cost and working capital by unit, product and channel, reconciled to the ledger at completion.
Value-creation plan
Operating levers in pricing, channel mix, cost to serve, procurement, working capital and systems, each with an owner, timing and measure.
First hundred days
The actions and system changes for the opening period, chosen for evidence and reversibility.
Board reporting
A monthly report tracking the plan against baseline, generated from the business's own systems.
- How an engagement with THEFOCUS startsDiscuss this with us
How we approach it
- 01
Baseline at completion
The baseline is read from source records at completion and frozen, so later movement can be attributed.
- 02
Rank by evidence and dependency
Levers are ordered by how well the records support them and what system work they need, so the plan is realistic about timing.
- 03
Build the changes and the reporting
The same team builds the pricing, commerce, data and automation changes and the board report that tracks them.
Relevant industries
How an engagement with THEFOCUS starts
A first conversation is about your situation. If there is a fit, we propose a scoped diagnostic with a fixed deliverable before any larger commitment.
Discuss this with us01
A working conversation
Forty-five minutes with the person who would lead the work. We ask about the decision, the systems behind it and the deadline.
02
A scoped diagnostic
Read-only access, a fixed timeframe and a written finding: what the records show, what it costs and what to change first.
03
A plan you can act on
Changes, owners, measures and exclusions in writing. The same team then builds and measures, or hands over cleanly.
- One accountable team
- The people who diagnose also build the systems and measure the result.
- Partners chosen per problem
- Independent specialists join for the parts that need them, under one contract.
- Records before dashboards
- Orders, ledgers and logs are reconciled before any recommendation depends on them.
Questions executives ask
Is this investment advice?
No. We plan and carry out operating changes for a business that has already been acquired. We do not advise on whether to invest, hold or sell.
Who is the plan written for?
The owners and the management team together. Each lever has a named owner in management, and the board reads progress from the same report.
Discuss this with us
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