Reviewed three more value creation plans last week across $50M to $250M revenue companies.
Similar trend followed – inspirational, high-level, fewer details. Citing some best practices and universal principles (pumping more money in ads will yield higher revenue, etc).
At that level of abstraction, everyone can agree with the plan and no one is accountable for delivering it.
Most VCPs are not wrong at the strategic level. The usual themes make sense: retention, pricing, GTM alignment, AI efficiency, reporting, lifecycle optimization, platform consolidation.
A proper VCP needs to get uncomfortable earlier:
1. Who owns the initiative?
2. What exactly changes in the business?
3. What budget or team capacity is committed?
4. What date are we managing toward?
5. Which P&L line moves if this works?
This is especially important in the current PE environment. With tighter liquidity, longer holds, and less room for multiple expansion, operational execution has to carry more of the return profile.
Coming from a delivery background myself (agency roots), I can fully translate that through a project or retainer stage.
A smaller set of funded, sequenced, measurable projects that management can actually run week by week.
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Why Value Creation Plans Need an Owner & Deadline, Not Just Ideas
Mario Peshev
