VALUE CREATION PLANS

Better organizational intelligence at every stage. Better financial outcomes

Organizational decisions made without structural evidence cause value destruction in mergers and acquisitions. We provide structural evidence when it matters most

01
100-Day Plan
The financial risk

The 100-day plan crystallises decisions — reporting lines, team compositions, resource allocation — that will shape EBITDA for years. Most are made on org chart assumptions and management-reported information

What we surface
  • Where informal authority diverges from formal seniority — and who compensates for those who lack real network influence
  • Where siloed departments are creating execution drag and cost overhead
  • Where key-people dependencies create retention risk
  • Which proposed structural changes will sever informal dependencies that sustain performance

Decisions made in the first 100 days have a disproportionate effect on whether the VCP delivers. Structural mistakes compound

02
Post-Acquisition Integration
The financial risk

~50% of post-acquisition value destruction is attributable to people and integration failure. Integration plans built on org chart logic routinely sever the informal networks that sustain revenue, client relationships, and delivery

What we surface
  • Where the two organizations' collaboration networks will mesh and where they will clash
  • Which teams are structurally compatible and which require active integration intervention
  • Where client relationship concentration creates revenue fragility if integration disrupts it
  • How to sequence integration to preserve the informal networks that drive value

Faster synergy realisation, lower integration cost, and protection of the revenue base that justified the acquisition

03
VCP Workstreams
The financial risk

VCP workstreams — commercial acceleration, operational improvement, org redesign — stall or fail when structural barriers are not identified prior to implementation. Course-correcting mid-programme is expensive

What we surface
  • Which cross-functional gaps are slowing specific workstreams
  • Where structure is creating underperforming managers
  • Where budget is going into departments whose network structure indicates low output potential
  • Which org design changes will create efficiency gains and which will create new bottlenecks

Operating margin improvement, better resource allocation, and faster programme execution

04
Portfolio Review
The financial risk

Execution risk accumulates before it shows in the numbers. By the time structural deterioration is visible in EBITDA, it is often already expensive to reverse

What we surface
  • Early structural signals of execution risk: siloing, bottleneck formation, key-people overload
  • Whether the org design changes made in the first 100 days are actually taking hold
  • Where structural fragility is affecting revenue-critical functions
  • How the organization is integrating new hires and restructured teams

Earlier intervention when execution risk is still cheap to address

TECHNOLOGY & SECURITY

Enterprise-grade. Minimal footprint

Microsoft 365, Google Workspace & Slack

No additional software. Existing infrastructure via secure API access

Pseudonymised throughout

Names pseudonymised before data reaches us. We never hold the re-identification key

UK GDPR & EU GDPR compliant

Documented LIA & DPIA for every engagement. Jurisdiction-ready outputs

Secure infrastructure

Analytics engine on AWS. Processed in EU, UK, or US SOC 2-aligned environments

No content access

We never see message content, subject lines, attachments, or file contents

Data deleted post-engagement

Client data processed for analysis and deleted per agreed schedule

What additional costs are you going to incur due to your current VCP assumptions?

The structural risks that determine whether your VCP delivers are identifiable before they become expensive. The conversation starts here

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