Funds and management teams agreeing what to do first after closing, and the operating partners who support them.
After closing, the fund and management need a shared plan, but board reports show little of how the work gets done. Cerenovus reads the email, documents, and systems the company already uses and builds a ranked value creation plan: each initiative sized from named inputs, linked to its source, and given an owner role. The first 100 days then start from the record.
Questions this review answers
What the fund and management need to settle before they commit people and budget to the plan.
- 01
Which initiatives should start now, and which can wait?
- 02
What is each initiative worth, and which inputs drive the estimate?
- 03
Can the current team carry this plan and still run the business?
- 04
Which initiatives cannot start until another one finishes?
What Cerenovus typically finds
The plan covers all eight kinds of opportunity. These are the findings that change what goes first once the evidence is in.
Value the deal model did not include
Opportunities outside the investment case, such as one task done by two teams or a slow customer setup. Each is sized from named inputs and ranked beside the initiatives already planned.
Quick wins that need no new system
Changes to request routing, report packs, and handoff rules that can start in the first month. Each is sized from hours in the records, so early wins are chosen on evidence.
Initiatives that must go in order
Some fixes depend on others. A pricing change may first need sales and finance to agree on what counts as a customer. The plan sets that order before budgets are committed.
Initiatives competing for the same people
The shadow org chart shows the same few people on the critical path of several priorities. The plan spaces those initiatives out instead of stacking them on one team.
Inherited programs to restart or stop
Programs started before the deal that the daily record shows are stalled or half adopted. Each returns with a fresh estimate, so management can restart or stop it.
Estimates the records cannot support yet
Where data is missing or inconsistent, the plan says so, names the input it needs, and keeps the estimate as a range until management supplies it.
5 steps from question to decision
From read-only access, the target for ranked findings is about one week. The final step belongs to the people who will run the plan.
- 01
Agree the goals, scope, and exclusions
- 02
Open read-only access to approved sources
- 03
Rebuild workflows, handoffs, and the shadow org chart
- 04
Size, cite, and rank every opportunity
- 05
Fund and management approve the plan
What your team receives
Each deliverable is built for the first board review after closing and for the people who will run the work.
Ranked value creation plan
Initiatives in priority order, each with the problem, cause, proposed fix, owner role, and estimate range, and a link to the source behind every line.
Sizing workbooks
The hours, people, volumes, and costs behind each estimate, with assumptions stated and missing data flagged, so the fund and management can test every number.
Board deck and supporting maps
A deck in your template, today and proposed workflow maps with manual steps marked, plus organization and key-person maps.
The fund and management decide which initiatives to back, in what order, and who owns each one. Cerenovus provides the evidence and the estimates behind those choices. Cerenovus is the scan; your team leads the treatment.
Build the plan on what the records show
Cerenovus reads approved company data through read-only access and ranks what it finds by value.