Portfolio Value Creation

⚠️ **Finance warning / Avertissement finance** : informational only, not investment advice. A value creation plan maps intent, it does not deliver it: levers slip, acquisitions disappoint, there is a real risk of loss in any portfolio company, and no bridge here is a promise of return. Curated by Skill Harbor: the portfolio value creation skill of the private equity pack in andreworia/claude-finance-skills. Use it in the four to six weeks before close, when the deal team builds the 100-day plan and value creation roadmap for the first board meeting, and quarterly afterwards to review performance against plan and refresh the workstreams; it applies to buy-and-build platforms and to organic growth businesses. The method produces four linked deliverables. First, a 100-day plan that is a sequenced priority plan rather than a to-do list, structured as stabilise (retention, top-ten customer communication, supplier and bank handover, IT audit, done in the first 30 days), understand (operating picture, management assessment by direct observation, pipeline and open legal or HR matters, by day 60), build (reporting upgrade from a 30-day close toward a 10-day close, key gap hires, board cadence and reporting pack, substantially by day 90) and begin value creation (two to three high-impact, low-effort initiatives only), each action with owner, deadline, success criterion and dependency. Second, an EBITDA bridge that must sum correctly from current to exit EBITDA across revenue growth at current gross margin, gross margin improvement, operating leverage, cost reduction and M&A contribution, each lever with its dollar contribution, share of the bridge, confidence level and primary delivery risk. Third, a workstream design per major lever (revenue operations, product and technology, talent, financial infrastructure, procurement, M&A) with one accountable owner, three to five output-based milestones, two to three leading KPIs, and dependencies and risks. Fourth, a KPI dashboard structure across the current month operational pulse, a trailing twelve-month trend where inflections matter more than any single month, and forward-looking leading indicators, plus financial performance against budget with variance explanation and a covenant compliance summary where acquisition debt exists, followed by an annual review that reforecasts the bridge on actuals and names corrective action for workstreams behind plan. From the andreworia/claude-finance-skills repository (MIT). Honest caveats: the thesis, returns model, management plan and diligence findings behind the bridge are yours to supply and to verify, and the confidence levels are judgements to defend at the board, not measurements. Skill Harbor never reviews the code, review it yourself before use.