AI Value Creation Plan
A three-horizon AI roadmap aligned with your value creation thesis. 100-day quick wins, 12-month transformation initiatives, 36-month strategic bets — sequenced, costed, sponsored. The playbook that turns "we'll work on AI" into measurable EV uplift.
PRICE
€4,900
DELIVERY
18 days
FORMAT
Partner-led
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§ 01 · The problem
"We closed the deal six months ago. The AI value creation slide still says 'TBD'."
PE-backed companies and corporates inherit ambitions faster than they execute on them. The investment thesis priced in AI uplift; the 100-day plan never quite materialized; quarterly reviews keep deferring the roadmap to the next planning cycle. By the time concrete initiatives launch, the value creation window has compressed to a year — and the LPs are starting to ask questions.
The Value Creation Plan closes the gap between thesis and execution. Three horizons — 100 days, 12 months, 36 months — each with explicit initiatives, EV-linked outcomes, sponsors, budgets, and KPIs. Built so the operating partner can defend it to the IC, the CEO can run it day one, and the board can track it quarter by quarter.
§ 02 · What you get
Thesis to roadmap. EV-linked. Quarter-trackable.
Six deliverables that turn an investment thesis into an executable AI program. Designed to align operating partners, executive teams, and boards on the same numbers and the same calendar.
DELIVERABLE 01
Three-horizon roadmap
Initiatives sequenced across 100 days (operational quick wins), 12 months (transformation), 36 months (strategic bets). Each tied to a value creation lever. The single timeline that aligns sponsor, CEO, and board.
DELIVERABLE 02
EV impact model
Quantified EBITDA and EV uplift per initiative, aggregated to plan-level. Benchmarked against sector comparables. The number the operating partner defends to LPs at the next annual.
DELIVERABLE 03
Initiative briefs
2-page brief per initiative: outcome, scope, sponsor, budget, timeline, dependencies, KPIs, risks. The document each initiative owner gets on day one — no ambiguity, no interpretation.
DELIVERABLE 04
Capability & resourcing plan
Talent needs by horizon, sourcing strategy (hire / partner / upskill), org structure adjustments, training program. The people math that prevents the roadmap stalling on capacity.
DELIVERABLE 05
Quarterly tracking dashboard
KPI dashboard template tracking initiative progress, EV realization, and leading indicators. Designed for the operating partner's quarterly review with the CEO — and the CEO's review with the board.
DELIVERABLE 06
Board-grade narrative
10-15 slide deck and 4-page memo articulating the plan for board and LP communication. The narrative that holds across the value creation period — and earns the right to renew patience when quarters get bumpy.
§ 03 · The method
Five principles. Three horizons. One trackable plan.
Value creation plans fail when they confuse aspiration with execution. Our methodology applies five principles that hold strategic ambition and operational realism in productive tension — because the LPs will ask about both.
PRINCIPLE 01
Thesis-anchored, not generic
The plan starts from your specific investment thesis — not a generic AI maturity framework. If the thesis is buy-and-build, the plan optimizes for integration. If it's margin expansion, the plan optimizes for cost initiatives. The roadmap reflects the deal, not the playbook.
PRINCIPLE 02
Three horizons, real sequencing
100 days for quick wins that fund credibility. 12 months for transformation initiatives that move EBITDA. 36 months for strategic bets that reshape the franchise. Each horizon has its own logic — and the sequencing matters more than the inventory.
PRINCIPLE 03
Every initiative has an owner and a number
Initiatives without sponsors stall. Initiatives without EV targets drift. Every line on the plan has a named accountable executive and a quantified outcome — or it doesn't make the plan. The discipline that survives the first quarterly review.
PRINCIPLE 04
Capacity is the constraint
Most plans fail because they assume capacity that doesn't exist. We size talent needs, surface the gaps, and sequence around them. The plan that ships matches the team that can ship it — even if that means cutting good ideas from the first horizon.
PRINCIPLE 05
Track or it didn't happen
A plan without quarterly tracking is a binder. We deliver the dashboard template, the KPI definitions, and the review cadence so the plan lives between meetings — not just inside them. Tracking is what turns intent into outcome.
§ 04 · Process & timeline
Eighteen days. Four sessions. Board-ready plan.
Partner-led from thesis revisit through board readout. Designed to slot into the early post-close window — or the annual planning cycle for existing operating partners.
DAYS 01–03
Thesis & context
90-min framing with the operating partner: investment thesis, value creation hypothesis, current state of execution, board expectations. Existing materials reviewed (DD report if available, prior plans, financial model).
DAYS 04–08
Initiative design
Executive interviews (CEO, CTO, CFO, business heads). Initiatives surfaced and scoped across three horizons. First-pass EV model. Initiative briefs drafted with sponsor lines proposed.
DAYS 09–11
Calibration session
Half-day session with operating partner and CEO. Stress-test the roadmap against capacity reality. Sequence quick wins to fund credibility. Cut what doesn't survive scrutiny.
DAYS 12–16
Finalization & tracking
EV model finalized. Capability & resourcing plan completed. Initiative briefs polished. Dashboard template configured against the plan. Board narrative drafted.
DAYS 17–18
Board readout & handover
90-min readout to operating partner, CEO, and (when scheduled) board. Q&A handled live. First quarterly review meeting calendared. Plan handed over for execution ownership.
§ 05 · Who it's for
For leaders accountable for the value creation slide.
Built for four roles where the plan needs to land between thesis and quarterly tracking — and where generic frameworks get rejected on first read.
PE OPERATING PARTNER
Post-close on a deal where AI was a value driver. You need a roadmap the CEO can run and LPs can track — calibrated to the thesis, not to the latest McKinsey benchmark. The plan you'll defend at the next annual.
CEO / PORTCO LEADERSHIP
Your operating partner expects an AI value creation plan and you've been deferring it for three quarterly reviews. You need a roadmap your team can actually execute — and that defends in front of the board on horizon-by-horizon merit.
CHIEF AI OFFICER / CDO
You're new to the role and inherited fragmented AI initiatives. You need a coherent multi-horizon plan to anchor the first board presentation — and to align internal teams around a single, defensible roadmap.
CORPORATE STRATEGY LEAD
You own AI strategy at a large corporate and the next 3-year plan needs an AI chapter. You want third-party rigor to size the EV impact and sequence the bets — without the consultancy overhead of a 6-month engagement.
§ 06 · Frequently asked
Six honest answers to common questions.
How does this connect with the Strategy DD (Skill 07)?
Direct continuation. The DD verdict and 100-day plan become the starting point of the value creation roadmap. If we delivered the DD, we already have the context — engagement compresses to 12-14 days. If you bring DD from another firm, that works too.
Does the plan execute the initiatives too?
No — Odyssey plans and specifies, the portco executes. We design the roadmap, brief the initiative owners, install the tracking. The execution stays with your team. We can be retained for individual initiative depth (e.g., Skill 11 Custom Specification on a specific build) but the plan itself is a one-shot engagement.
What if our financial model isn't AI-instrumented yet?
Common situation. We work from your existing financial model and overlay the AI-specific EV lines — using sector benchmarks and analogous deployments where your own data doesn't exist yet. The model surfaces what's known vs estimated explicitly. Your FP&A can refine over time.
How many initiatives is the plan designed to cover?
Sweet spot: 8-15 initiatives across the three horizons (3-5 quick wins, 4-6 transformation, 2-4 strategic bets). Above 20, we'd recommend a Portfolio Optimization (Skill 08) to edit before building this plan. Below 5, the engagement may be oversized — we'll tell you on the framing call.
What happens if the thesis shifts mid-execution?
It will — that's why the dashboard and quarterly review cadence matter. The plan is designed to be amended, not preserved. Three-horizon structure makes pivots cheap: shift bets, keep operational quick wins, sequence transformation differently. Living plan, not binder.
Can the plan survive a CEO change?
If the operating partner sponsored the plan and it's tied to board-approved EV targets, yes — the incoming CEO inherits it as commitment. We design for operating-partner ownership precisely because executive turnover at the portco is common in the value creation period.
§ Ready when you are
Turn the thesis into a roadmap the board can track.
€4,900, eighteen days, partner-led. The three-horizon plan that closes the gap between investment thesis and quarterly execution.
BUY NOW — €4,900
SCHEDULE A CALL FIRST →