Turn the investment thesis into a plan management can deliver

Commercial priorities, owners, milestones and the first 100 days, agreed by investor and management.

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The challenge

Where value-creation plans stall

  • Thesis without owners.

    The levers are known, but nobody in the business owns them.

  • Too many initiatives.

    Everything is a priority, so nothing is.

  • Investor and management on different pages.

    Expectations and plans diverge from the first board meeting.

  • No commercial baseline.

    Pipeline, pricing and partner data cannot support the plan.

What you take forward

The deliverables you hold at the end of the work.

  • Commercial baseline
  • Prioritised value-creation levers
  • Plan with owners, milestones and measures
  • Operating cadence and first results

The business result of each part is set out under Our approach.

Our approach

From thesis to plan

The four GrowthBridge™ parts as they apply to this work: from the commercial question to results your team keeps building on.

  1. Baseline the commercial engine

    Markets, customers, pricing, partners, sales and operations, measured and understood.

    OutcomeA shared starting point.

  2. Choose the levers

    Prioritise the commercial levers that move value; agree what to stop.

    OutcomeClear priorities, agreed by investor and management.

  3. Build the plan

    Owners, milestones, resources and measures for each priority; the first 100 days.

    OutcomeA plan management owns.

  4. Start delivery

    Work alongside the team on the first priorities and set the operating cadence.

    OutcomeEarly results and a rhythm that holds.

Read about our approach

Our difference

One plan, both sides of the table

  • We understand both perspectives.

    What the investor needs from the holding and what management needs to deliver it.

  • Commercial, not generic.

    Growth, pricing, partners, sales and operations levers specific to media and technology.

  • We stay for the execution.

    The plan is the start, not the deliverable.

Questions

When should this start?

Ideally in the first months of ownership, building on diligence; it also works for a reset mid-hold.

How do you work with management?

As a partner to the leadership team, so the plan becomes theirs.

How does the board see progress?

Through agreed commercial measures and a reporting rhythm set up in the plan.

Insights

How we think about this problem.

More insights: Create and prove investment value

What usually comes next

Only when the outcome of this work calls for it. A successful handover can be the end.