planned week by week, with owners and a number to hit
Who typically buys this.
Four typical buyers. The door is wider than the list.
The CEO with the decision madeThe direction is set. What is missing is the week-by-week that makes it real.
The owner whose last plan stalledThe strategy was right and nothing moved. This one ships with owners, gates, and dates.
The operator on a deadlineA covenant, a season, a board date. The next ninety days have to produce a number.
The seller building momentumA transaction is quarters away, and the operation needs a running start before the process opens.
You get five things back.
The week-by-week planThe full 90 days laid out week by week, with owners, milestones, and decision gates the team can point to.
The dollar numberThe baseline today and the target at day 90, so the team agrees up front on the number it will be measured against.
The decisions and ownersThe two or three decisions the team will have to make along the way, and the single person who makes each one.
The early-warning indicatorsThe signals that say the work is on track, so a slip shows up in week three with time to correct it.
The exit criteriaWhat triggers continue, pivot, or kill at day 90, plus a communication cadence the team can run on autopilot.
You send five things.
The direction itselfThe decision, strategy, or vision you are running at, in whatever form it exists today: a board resolution, a memo, a deck, or a conversation. I make it concrete.
The baseline and the targetWhere the number stands today and where it has to be at day 90, so the plan has a finish line everyone agreed to.
The team and its real capacityWho can carry the work over the next quarter and what else is on their plate, so owners are people who can actually deliver.
The constraintsBudget, hard dates, dependencies, and the two or three things that have stalled this before, so the plan routes around them.
What has been tried alreadyAny prior run at this and why it stuck, so week one does not repeat a mistake the team already made.
