The 100-day plan, run rather than presented.
A sponsor had just closed on a mid-market services business. The deal thesis assumed operational improvement. The management team was capable but stretched, and nobody owned the cost base.
Situation
Vendor contracts had not been renegotiated in years. Marketing ran through an agency with no commercial oversight. Software spend was growing with no owner. Reporting to the board was assembled manually every month.
What we did
We built a prioritized 100-day plan across vendor renegotiation, agency review, software rationalization, and reporting automation, then ran each workstream with management. Every action tracked against EBITDA impact and reviewed with the sponsor fortnightly.
Outcome
EBITDA impact visible inside the first four months. A management team with a cost discipline they did not have before. A documented improvement story for the eventual exit.
Facing something similar?
Fifteen minutes. We’ll tell you whether the pattern matches and what we’d do first.