12 → 2
3
100 days
The situation
A PE sponsor had appointed a new CEO into a business that hadn't had clear direction for three years. The board needed a credible 100-day plan before the new CEO walked in.
What we did
We ran a tight diagnostic, finance, ops, commercial, people, and landed three priorities the board could defend. We wrote the 100-day plan with the incoming CEO, in his voice.
Outcome
The CEO walked into a board that already trusted the plan. The first 100 days hit the markers we'd set. The sponsor extended us for the next phase.
“The most useful eight weeks of consultancy I've ever bought.”Operating Partner