Building the value creation plan after the buyout.
The context
CVC has just bought Panzani. The fund wants a structured value creation plan — one whose impact, on this kind of deal, is counted in tens of millions of euros of EBITDA.
The brief
Build the framework of the plan, fill it in with the teams, and make it steerable.
What we did
A few weeks to set the framework, then to fill it in initiative by initiative with the teams. Each initiative gets a named owner and a leading indicator — not EBITDA, which confirms six months too late, but weighted distribution, promotional pressure, plant efficiency, the maturity of the procurement pipeline. Every euro announced is qualified on four levels of certainty, from savings already banked to potential merely identified: the committee stops commenting and starts deciding. Plus a clear conversation with the fund about what it takes, internally, for the plan to live.
The impact
A plan readable on one page, a sharp line between what is banked and what is hoped for — and a condition for success we now set from day one: an internal owner who carries the plan.
Structuring and running the post-acquisition transformation plan. Three months, renewed up to eleven.
The impact. Some ten initiatives — growth, margin, cash — run to the end, then the baton handed over internally.
The value creation plan built with the CEO and the executive committee, in 100 days.
The impact. A plan owned by the management team, and the trust for what comes next.
Designing and launching the value creation plan of an EMEA region of a global leader.
The impact. A transformation set on the right track.
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