CapabilitiesValue Creation
Turn the thesis into delivered value.
Break the investment case into initiatives with a baseline, yearly targets, run-rate, cost to achieve and an owner. Follow each one from idea to realized value, and prove it with actuals.
Value Creation
What's included.
Initiatives
Cost, revenue and capital initiatives, each owned and tied to a workstream.
Baselines
The starting number, agreed before anyone claims an improvement.
Yearly targets
What the deal model says each initiative delivers, year by year.
Run-rate and cost to achieve
Benefit and the cost of getting it, so net benefit is honest.
Maturity gates
Identified, validated, realized, with evidence required to move up.
Owners
One person accountable for every initiative.
Proved with actuals
ERP numbers show what was actually delivered.
EBITDA bridge
See how the initiatives add up from entry EBITDA to the target.
One number, everywhere.
The CFO's initiative is the same one on the workstream scorecard, in the board pack and in the post-deal look-back. No reconciling three versions.
When an initiative falls behind, you find out while there's still time to fix it.
Working alongside you
Warren watches the initiatives against the model with your CFO and tells you which ones are slipping, and why.
Part of the whole deal
Nothing starts from scratch. Nothing gets left behind.
Before
The investment case from diligence and the workstreams from integration.
After
Measured against ERP actuals, reported in board packs and across the portfolio.