A change of gear
New investors or new leadership means a new level of ambition.
Arrow turns the new ambition into a plan that the whole team owns.
We start with one-on-ones and workshops that pool everything anyone believes could move the needle, quantify each opportunity, and put those numbers back to the collective team for an analytical debate, instead of a partisan debate.
At a PE-backed children’s television business, a newly formed leadership team used this process to sign up to priorities it had shaped and tested, with a plan targeting 100% EBITDA growth.
The full story →A team that inherits a plan owes itself a re-diligence of every assumption in it. Received wisdom goes stale; analysis gets stranded in silos; the numbers that once justified a priority may no longer hold.
At a PE-backed clothing retailer, we ran a value creation planning framework with a well-established team, quantifying views it had held intuitively for years and crystallising a new plan targeting 100% EBITDA growth. The team asked for the work to be refreshed four years on.
The full story →Every leadership team has more ideas than it can execute at once. Capex is split from opex because each matters differently for EBITDA and covenants. We consider organisation capability and management capacity to assess risk. With these metrics in place, everything that’s viable can be aligned to the right horizon: resource now, research now to resource later, or prepare for the next owner.
Before priorities can be set, everyone needs the same facts. A rapid diagnostic reveals the underlying terrain quickly: for a new team it builds shared knowledge; for a team that has been through upheaval it surfaces received wisdom that has gone stale. How the diagnostic works →
The method in full, in our investment lifecycle article: The Value Creation Plan.
Talk to Arrow