Three terms, two engines,
one map.
What a company is worth is its revenue times its margin times its multiple. We work the three with two engines kept apart, and fourteen questions across three models say where the value sits. Every product below is one of those readings, bought at the moment of ownership you need it, with a fixed clock and a fixed fee.
Revenue × Margin × Multiple · before the deal · during ownership · before the exit
Three terms set the value, two engines move them.
The identity is published. Everything on this page is one of its three terms, worked by one of the two.
The line it arrives on
Engine 2 builds tomorrow’s business: the new line, recurring revenue and owned IP. Which line the revenue arrives on decides which multiple a buyer prices it at.
Today’s business, run for profit
Engine 1 runs the business you already have: pricing, the operating model, the cash recovered quarter by quarter. That cash is what funds the new business.
What a buyer can verify
Set by a buyer on what can be checked: the revenue line, a structural margin, owned technology, and the record behind all three, kept from the first quarter.
Behind the three terms stand three models: the business model that earns the revenue, the operating model that keeps the margin, and the technology model that decides how the company is priced. The questions read them, and one model, its identity published, prices every gap in the Read. The first reading is free: the Diagnostic returns your three readings and your weakest layer in sixty seconds, in your browser, and sends nothing anywhere.
Three moments, the same arithmetic.
Before the deal, during ownership and before the exit. In each, a read with its own clock, the build it prices, and the run that keeps the record. The same questions and the same model every time, so a reading taken before the deal can be compared with one taken before the exit. For a fund, the owner’s book reads every company on this map the same way, from the Certificate each company chooses to send: the demonstration book, eight fictional companies and every figure a simulation, is walked through on a call.
Seven more products sit on the same map: for the owner itself, for a buy-and-build and a handover, and for the cost base, AI and the first test of a new line.
Stop at the end of any step.
| Step | What it is | How it is priced |
|---|---|---|
| The read | The questions read across the three models at one moment of ownership, every gap priced under one model. Fixed weeks, findings presented on a named day. | A fixed fee, priced on its own and credited if you go on |
| The Programme | A hundred days: today’s business runs the present, the new one builds the future, three moves at a time, each with an owner, a date and a euro. | A fixed fee, or a lower fee plus a capped share of the value signed as realised |
| The Room | The quarterly close: the scores re-read on real results, the record a buyer can recompute, the Certificate an owner’s book reads. | Re-scoped every quarter; it ends when the number it was scoped to move has moved |
Five lines, in writing, every time.
- The fee, in one of two forms, chosen with you: a fixed fee for a defined scope and period, or a lower fixed fee plus a capped share of the value your own team signs as realised in its ledger. Never hourly, never a percentage of anybody’s spend.
- The read priced on its own, so you can buy the diagnosis without buying what follows.
- The end state written in at the start, so both sides know what done looks like.
- The company owns its Room, its record and its data, and keeps all three when we leave.
- Every figure carries its evidence grade, and anything modelled says so on its page.
Three seats, one accountable name each.
Where a plan needs somebody inside the company, an operator joins for the hundred days, named in the proposal before the work starts.
Where a sponsor runs its own operating team, the three seats equip that team instead: its partners lead each read and present every finding, and we bring the method, the Room and the extra hands when its calendar is full.
Median holding periods for buyout-backed exits rose from three to four years in 2005 to 2010, to over six years in 2023 and 2024.
Source · KPMG, Value creation in private equity, October 2025, citing PitchBook
The ten largest private equity firms average about 10 per cent of senior staff in operational value creation, against 56 per cent in investment roles.
Source · KPMG, October 2025, from the PEI 300 and firm websites
Every read is led by one partner: Cristian Paun for value creation and growth, John Lazar for technology, Ted Tanase for cyber, regulation and value architecture. Meet the partners →
Start with one company.
Start a conversation → See the value creation →A fixed fee for every read · the Programme and the Room can also run on a lower fee plus a capped share of the value your team signs as realised · agreed in writing before work starts