Ninety days after the room. The matrix chose the cells, the reality check tested them, three strategic projects moved the number, and this is the one page the board receives. Where the number comes from, who owns each line, what got stopped, what would make it wrong. Pick your kind of company.
ToThe Board
FromThe CEO
ReWhere next year's $118M comes from
1. Three product-markets carry $11 million of it
Twenty product-markets; three make the money, each with an owner.
Product-marketOwnerOf the $14M
Industrial OEM, North AmericaD. Reyes$5.2M
Aftermarket parts, all regionsM. Okafor$3.9M
Distribution, EuropeS. Lindqvist$1.9M
Exit of Retail channelThe CFO$3.0M
Total$14.0M
2. We are exiting one business
Retail loses $6 million a year with no advantage we can build.
3. AI is applied to two product-markets, not the company
Pricing intelligence in Aftermarket, demand sensing in OEM, each on a P&L line.
4. You get one page a month
Variance, root cause, decision, owner, date.
5. What would make this wrong
OEM volume through the tariff review, and the pricing tool landing by Q3.
$118 million is no longer a target. It is a set of decisions with names on them.
Illustrative. Written with MOVE, the system in the book.
ToThe Board
FromThe CEO
ReWhere next year's $92M comes from
1. Three kinds of unit carry $9 million of it
380 addresses are not one market; each unit has its own page and number.
Unit typeOwnerOf the $11M
Sunbelt suburban, 96 unitsRVP South$4.1M
Delivery-heavy urban, 58 unitsRVP East$2.7M
Refranchised Midwest, 44 unitsRVP Central$2.2M
No more mall openingsThe COO$2.0M
Total$11.0M
2. We stop one kind of opening
Mall units have lost money for four years; the pipeline moves to the Sunbelt.
3. AI is applied at the unit, not head office
Local demand and pricing in urban units; labour scheduling in the Sunbelt.
4. Intelligence rolls up. Decisions stay at the unit.
Unit to region to CEO, monthly; the board gets the same page.
5. What would make this wrong
Franchisee capital in the Sunbelt pipeline, and labour cost in the urban units.
$92 million is no longer a system-wide hope. It is 380 pages, five owners, and one page you can read in five minutes.
Illustrative. Written with MOVE, the system in the book.
ToThe Board and the Operating Partner
FromThe CEO
ReThe value creation plan, rewritten by the people who deliver it
1. Three product-markets carry $22 million of it
Managed services, recurring maintenance contracts, and the Southeast region.
Product-marketOwnerOf the $31M
Managed services, mid-marketJ. Park$9.6M
Recurring maintenance contractsA. Moreau$7.4M
Southeast regionT. Bannerjee$5.0M
One tuck-in acquisitionThe CFO$6.0M
Exit of project workThe COO$3.0M
Total$31.0M
2. One acquisition, one exit
One of six targets fits; project work, $40M of revenue at a loss, is exited.
3. AI is applied to the two product-markets that set the multiple
Churn prediction in Managed services; renewal pricing in Maintenance.
4. One page a month, the same page for CEO and sponsor
No separate deck for the sponsor, no separate story for the team.
5. What would make this wrong
Integration, and mid-market churn if pricing moves too fast.
$140 million stopped being the deal team's spreadsheet. It is decisions with names from this company on them.
Illustrative. Written with MOVE, the system in the book.