Value Creation and 100-Day Plan

Fictional worked illustration from the public repository, not a recorded agent run or a verified client outcome. Any additional figures, thresholds and market signals are scenario assumptions, not observed results. No generated PDF or finished deck is included.

Sample output

This is a fictional planning exercise, not validated finance data. The additional probability and cost assumptions are explicit in example-calculations.json.

Executive answer

Use £3.42m risk-weighted annual run-rate as an illustrative planning hypothesis, not an underwritten or realized first-year result. The £9m headline is gross potential. Validate pricing and procurement through day-30 gates; keep cross-sell out of the base until account overlap, capacity, margin, and conversion evidence exist.

Value bridge

The £0.4m is a conditional recurring pricing disbenefit, not another probability haircut. The £0.3m implementation cost is paid regardless of whether procurement succeeds; it is not a recurring run-rate deduction. £3.42m − £0.3m = £3.12m is a

full-year-equivalent cash illustration before ramp, not a forecast of actual first-year cash or EBITDA. Actual year-one benefit requires monthly rollout, recurring-cost, accounting, and attribution schedules agreed with finance.

Initiative cards

Governance

• Weekly initiative review: milestones, blockers, and decisions.
• Monthly finance review: baseline, attribution, forecast, and realized value.
• Sponsor escalation: more than 10% value erosion, missed critical milestone, or red-flag trigger.

First decision gate

At day 30, approve pricing rollout only if elasticity evidence supports at least £1.5m net value; approve procurement waves only after finance reconciles the spend baseline; fund cross-sell execution only after the pilot clears its acquisition and margin thresholds.