A strong Value Creation Plan (VCP) provides the strategic blueprint for the entire hold period. It identifies the most important drivers of growth and margin, quantifies their expected impact, and outlines the operating decisions required to capture that value. Without a disciplined VCP, execution lacks direction and performance becomes reactive.
Effective VCPs are analytical, grounded in market and operational evidence, and shaped through collaboration between sponsors and management. They clarify where to play, how value will be created, and what capabilities the organization must strengthen in order to deliver the investment thesis.
A well-constructed VCP achieves several outcomes.
The most critical sources of value are identified, modeled, and prioritized. This allows management and sponsors to focus resources on the few levers that meaningfully influence enterprise value.
A rigorous assessment of growth, pricing, customer economics, cost structure, and competitive dynamics provides an unbiased foundation for decision making. This fact base reduces reliance on intuition and surfaces risks early.
The VCP outlines the specific initiatives required to expand revenue, improve margins, and enhance operational efficiency. This includes scenario modeling, capital allocation implications, and interdependencies across functions.
Sponsor and management teams gain clarity on priorities, pacing, capability requirements, and the KPIs that signal progress. This alignment ensures that decisions made in the first year support long-term outcomes.
The VCP and the 100-day plan are not distinct exercises. The VCP defines the strategy. The 100-day plan activates the earliest, highest conviction elements of that strategy.
In the weeks immediately following close, assumptions are validated, KPI baselines are refined, and priority workstreams are launched to accelerate the VCP. This alignment ensures that the first 100 days create momentum rather than delay.
SBI uses a structured approach that integrates consulting expertise with the quantitative insights available through SBI Wayforge™.
Our work typically includes:
Assessing market dynamics, customer segments, and competitive positioning
Developing growth and margin pathways supported by scenario models
Establishing baselines using operational and commercial benchmarks from SBI Wayforge™
Identifying capability gaps and resource implications
Aligning sponsors and management on priorities and pacing
The outcome:
A clear, defensible, evidence-based plan that guides decision making throughout the hold period.
A strong VCP gives management and sponsors a shared view of where value is created, what must be true for the thesis to work, and how to sequence initiatives to maximize impact. It reduces noise, focuses attention, and provides the framework for disciplined execution.
With a solid plan in place, the 100-day execution window becomes an accelerator rather than a diagnostic. The VCP ensures that from day one, the organization knows where it's going and how to get there.
Specific, prioritized initiatives aligned to value creation
Sponsors and management united around a shared roadmap
Evidence-based approach with defined success metrics
We partner with PE firms to develop comprehensive Value Creation Plans that translate investment theses into executable roadmaps. Our evidence-based approach ensures your strategy withstands Board scrutiny and delivers measurable results.
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