Value thesis execution
Is the business delivering the results expected when it was bought?
We maximize enterprise value for an exit in a post-AI world.
Within the Transfer Value Assessment
Day Two: Will the value hold?
We created Day Two to help buyers see whether a business keeps delivering the value they expected after a sale. A deal can close successfully while decisions slow down, essential work is interrupted or customers lose their main contact. Day Two reviews ten areas of operations to show what is holding, where value may be slipping, and what needs attention.
From the Assessment to the handoff
The Transfer Value Assessment establishes the starting position using one HR and CFO intake. VGS examines whether value can transfer. Day Two examines whether operations can sustain it and gives Plan and Runway a baseline for its forecast.
After the sale, the buyer uses the Day Two measures to verify that value is holding. Updated evidence shows where action or further review is needed. Its score remains separate from VGS, beneath the dollar result.
Explore the AssessmentTen operating measures
Decision speed after close
Can important decisions be made in time to keep work moving?
Synergy capture and value leakage
Are expected gains being achieved, and where is value being lost?
Management cadence health
Are managers reviewing performance and acting on problems regularly?
Role and reorganization cost tracking
Are the costs of changes to roles and responsibilities being tracked?
Workflow breakage
Are essential processes continuing through the handoff?
Customer friction signal
Are customers experiencing delays, confusion or service problems?
AI adoption stability
Are AI workflows still being used, and is the value claimed at close still being produced?
Operating friction
Are decision rights, reporting lines and process standards clear?
Execution continuity signal
Are the people in value-critical roles able to keep the work running?
Evidence that supports action
Operating records show whether performance is holding. Each component rating is capped by the Evidence Ladder: asserted 1, anecdotal 2, documented 3, and operationalized 4. The highest level requires operation in a system and demonstrated performance without the owner.
The findings help identify the next action, who needs to take it, and what evidence to review next.
Follow one issue through the example
Harbor Industrial Supply is an illustrative industrial distributor. A critical quoting and order process depends on one operations manager. This presentation shows how that dependency affects the starting result, then models what could change if a second person can run the work independently.
The example shows a modeled improvement. Actual recovery requires evidence and reassessment.