Where the enterprise value creation comes from.
Pick an industry. The baseline is the business at entry. Conservative, Expected, and Stretch are plan cases on top of it, sized lever by lever on the cost pools and balance sheet lines each one moves. Diligence mode takes the company's KPIs, costs to achieve, leverage, and hold period.
Diligence inputs
Enter the company's KPIs. The gap to top quartile sizes each lever when you click Size from gaps.
Levers ranked by value
By category. EV from run-rate EBITDA plus one-time cash, net of cost to achieve ($M)
Click a category to see its levers. Hover a segment for detail.
Impact versus time to value
Bubble size is value. Fast, high-value levers sit top left.
Phasing over the hold
Realized EBITDA uplift by year as levers ramp to run-rate ($M)
Sensitivity: total value created ($M)
Probability of delivery against exit multiple. The outlined cell is the current setting.
Operating system
What holds the gains after the project ends. Not valued separately.
How the math works. Each lever is sized on one pool: revenue, tail revenue, purchased components, raw materials, regular-time labor, overtime premium, scrap, maintenance, plant fixed overhead, freight, indirect spend, added volume, inventory, receivables, or payables. Labor, OEE, footprint, and scrap draw on the same plant capacity, so each additional active lever in that group takes 5% off the group's EBITDA. Overtime counts the premium only. Supplier terms apply to purchases, not total COGS. Inventory reduction releases capitalized overhead, a one-time non-cash charge shown on the lever and excluded from value. One probability of delivery applies to every lever. Payback includes the ramp to run-rate. MOIC and IRR: entry equity is EV less net debt; the business converts a set share of baseline EBITDA to debt paydown each year (50% default, editable in Diligence mode); the uplift is taxed at 25%; working capital cash and costs to achieve flow through debt; exit at the exit multiple. Top quartile KPIs are practitioner benchmarks; replace them with the company's peer set. Out of scope: add-on acquisitions and volume growth beyond price and freed capacity; size those in the deal model.
100-day plan: launch the top five
Ranked by value. Each lever launches in the first 100 days; long-dated levers reach run-rate later.