| name | value-creation-plan |
| description | Structure post-acquisition value creation plans with revenue, cost, and operational levers mapped to an EBITDA bridge. Includes 100-day priorities, KPI targets, and accountability frameworks. Use when planning post-close execution, preparing operating partner materials, or building a board-ready value creation roadmap. Triggers on "value creation plan", "100-day plan", "post-close plan", "EBITDA bridge", "operating plan", or "value creation levers". |
Value Creation Plan
Workflow
Step 1: Baseline Assessment
Understand the starting point:
- Current revenue, EBITDA, and margins
- Organizational structure and capabilities
- Key operational metrics by function
- Management team strengths and gaps
- Quick wins already identified during diligence
Step 2: Value Creation Levers
Map all levers to an EBITDA bridge over the hold period:
Revenue Growth Levers
- Organic growth: Price increases, volume growth, market expansion
- Cross-sell / upsell: New products to existing customers
- New market entry: Geographic expansion, new verticals, new channels
- Sales force effectiveness: Hire reps, improve conversion, shorten cycle
- M&A / add-ons: Bolt-on acquisitions to add revenue and capabilities
For each lever:
- Current state → Target state
- Revenue impact ($)
- Timeline to impact
- Investment required
- Confidence level (high/medium/low)
Margin Expansion Levers
- Pricing optimization: Price increases, mix shift, bundling
- COGS reduction: Procurement savings, supplier consolidation, automation
- OpEx optimization: Overhead reduction, shared services, offshoring
- Technology investment: Automation, systems integration, data analytics
- Scale leverage: Fixed cost leverage as revenue grows
Strategic / Multiple Expansion
- Platform building: Add-on acquisitions, tuck-ins
- Recurring revenue shift: Move from project to recurring/subscription
- Market positioning: Category leadership, brand building
- Management upgrades: Key hires to professionalize the business
- ESG / governance: Board formation, reporting improvements
Step 3: EBITDA Bridge
Build the walk from current to target EBITDA:
| Lever | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|
| Base EBITDA | | | | | |
| Organic revenue growth | | | | | |
| Pricing | | | | | |
| Add-on M&A | | | | | |
| COGS savings | | | | | |
| OpEx optimization | | | | | |
| Technology investment | | | | | |
| Pro Forma EBITDA | | | | | |
| Margin | | | | | |
Step 4: 100-Day Plan
Prioritize the first 100 days post-close:
Days 1-30: Stabilize & Assess
- Management alignment and retention (sign employment agreements, set comp)
- Quick wins — pricing, obvious cost cuts, low-hanging fruit
- Detailed operational assessment by function
- Customer communication plan
- Set up reporting and KPI dashboards
Days 31-60: Plan & Initiate
- Finalize strategic plan and communicate to organization
- Launch top 3-5 value creation initiatives
- Begin add-on M&A pipeline development
- Hire for critical gaps
- Implement new reporting cadence (weekly flash, monthly review, quarterly board)
Days 61-100: Execute & Measure
- First results from quick-win initiatives
- First board meeting with operating metrics
- Progress report on each value creation lever
- Adjust plan based on early learnings
Step 5: KPI Dashboard
Define the metrics that will track value creation:
| KPI | Current | Year 1 Target | Owner | Reporting Frequency |
|---|
| Revenue | | | CEO | Monthly |
| EBITDA | | | CFO | Monthly |
| EBITDA margin | | | CFO | Monthly |
| New customer wins | | | CRO | Weekly |
| Net retention | | | CRO | Monthly |
| Employee turnover | | | CHRO | Monthly |
| Cash conversion | | | CFO | Monthly |
Step 6: Output
- Word document or PowerPoint with:
- Executive summary (1 page)
- EBITDA bridge chart
- Value creation levers detail (1 page per lever)
- 100-day plan timeline
- KPI dashboard
- Accountability matrix (who owns what)
- Excel model backing the EBITDA bridge
Important Notes
- Be realistic about timing — most PE value creation takes 12-24 months to show in financials
- Quick wins matter for momentum and credibility, but don't over-rotate on cost cuts at the expense of growth
- Management buy-in is critical — co-develop the plan, don't impose it
- Track initiative-level P&L impact, not just top-line EBITDA — you need to know what's working
- Add-on M&A is often the largest value creation lever — start the pipeline on Day 1
- Always pressure-test assumptions with operating partners or industry experts
