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.
A word from the client
“The most useful eight weeks of consultancy I've ever bought.” — Operating Partner
More work
Other engagements you might recognise.
Different sector, different size, same approach.