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 val

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

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