Hundred-Day Plan

⚠️ **Finance warning / Avertissement finance** : informational only, not investment advice. A good first-hundred-days plan protects value, it does not create a guarantee: portfolio companies can still underperform or lose money, there is a real risk of loss, and no plan here is a promise of return. Curated by Skill Harbor: the hundred-day plan skill of the private equity pack in andreworia/claude-finance-skills. Use it between signing and completion, when the team converts the investment thesis into what actually happens after the wire clears; it applies equally to a carve-out carrying TSA obligations and to a bolt-on where the hundred days belong to integration, and it exists to fix the classic failure mode, a draft that already runs to thirty actions. The method budgets bandwidth before choosing any moves: count the executive-days genuinely available (executives who can carry change work, times fourteen weeks, times the share of their week not spent running the business, usually one day in five), and treat any plan costing more than that budget as a wish list. It then chooses three to five moves only, each of which must protect value acquired, unlock a named lever in the EBITDA bridge, or buy information diligence could not, prices each in executive-days and holds back about 20 percent because something unforecast always arrives in month one. The reporting cadence is installed in week one before any initiative (monthly close date, the pack, the board calendar, the weekly cash report and the covenant certificate cycle), completion-only work goes early (retention conversations, top-ten customer calls, bank and insurance handover, the authority matrix), and moves are sequenced on dependencies, not enthusiasm, so reporting precedes the data and the data precedes the pricing review that consumes it. Each move gets an owner, a success criterion and a stop condition, the observable that means it should be halted or deferred, and the plan publishes its cut list: what is deliberately not being done, why, and the date each item is reconsidered, because unpublished cuts return as informal asks and eat the contingency. It closes with a day-100 gate, not a celebration, marking each move landed, partly landed or not landed and reconciling days spent against budget. The worked example in the file, Thornbury Care Services, is fictional and illustrative. From the andreworia/claude-finance-skills repository (MIT). Honest caveats: the executive time commitments, TSA obligations and covenant dates are yours to supply realistically and to verify; a bandwidth budget built on optimistic availability produces exactly the wish list the skill warns against. Skill Harbor never reviews the code, review it yourself before use.