Where the value sits,
in euros and months.

Everybody agrees the company can be worth more. The Value Read says where, by how much, in today’s business or the new one, and in what order, on the company’s own numbers.

During ownership · six weeks · findings in week seven

01 · Why it matters

Worth more, but where, and in what order.

The term it movesRevenue, margin and the multiple, each gap priced
The business it worksBoth: every move placed on today’s business or the new one
The models it readsBusiness, operating and technology, read in that order
Where it lives in MakersOSThe gap map, the ranked plan and the first quarterly close, inside the Room

The business model, the operating model and the technology model are read in that order, because each caps the one below it. The questions score them, one model prices every gap in margin each year and in the multiple at exit, and every finding says how it is known. The moves come out ranked and split between today’s business and the new one, so the new business does not starve the old. The result is a working Room as well as a document.

02 · What you hold

At the end, in your hands.

  1. The company on one page: the three models, each read and graded with its evidence.
  2. Every gap priced under one model: what one step is worth in margin each year and in the multiple at exit, in the company’s own euros.
  3. The moves ranked, with the working shown, and split in two: today’s business for margin and cash, the new one for the line the multiple is priced on.
  4. The cost of waiting: what a quarter with nothing moving costs, in euros.
  5. The Room, running, with the plan inside it and the first quarterly close dated.
03 · The clock

A fixed clock, a named day for the findings.

The clockSix weeks, findings presented in week seven
The outcomeOne decision asked of the board or the sponsor
Week by weekIn the proposal, with the names and the dates
04 · Who reads it, and what follows

Partners do the work, and answer for it.

Business model · Cristian Paun
Operating model · Cristian Paun
Technology · John Lazar, Ted Tanase
The plan, then findings · all three
The lead partner
Cristian Paun

In the room every week, from kick-off to findings. Twenty-two years inside companies owned by private equity and listed groups, on both sides of the deal.

The seats
John Lazar
Ted Tanase

John Lazar reads the technology model, the third of the three. Ted Tanase reads cybersecurity and resilience within it, the regulatory file where the company is supervised, and the value architecture of the plan.

Where it leads

The ranked moves become The Programme: a hundred days, today’s business running and the new one being built, three moves at a time. If the value sits in pricing, the next step can be The Pricing Read instead. The fee for the read is credited if you go on.

Meet the partners →

05 · What buyers ask first

Four answers, before you ask.

How fast

Six weeks, with the findings presented in week seven. The date is fixed at kick-off.

What we need

Three years of accounts, revenue by customer and product, about twenty minutes from each member of the management team, and half a day with each process owner.

How it differs from a strategy study

Every gap is priced on your own numbers under one model, with the working shown in your Room, every finding is graded, the moves are split between today’s business and the new one, and the result is a working Room.

If nothing comes of it

You keep the read, the Room and the record. Either side may stop when it closes.

Six weeks to know where the value sits.

Start a conversation → See every product →

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