Your next decision is worth more than your next plan.
AI just made analysis free. Judgement is not. We bring it into the room, and your team leaves with a decision the board has approved.
What is the decision in front of you worth?
Your numbers. Three sliders. The cost of deciding late.
Straight arithmetic on your inputs, no forecast from us. Margin point = revenue × 1%; growth = revenue × 5% × margin; five years compounds both; deferral = six months of the annual gain; enterprise value = five-year run-rate × multiple.
Judgement in the room. Two pages both sides keep.
Someone holds the company. Someone runs it. Strategy fails when the two rooms hold different pages. We bring senior judgement and the right questions; both sides leave with the same two.
Two pages. Three numbers.
The problem is rarely the strategy or the target. It is the translation between them. MOVE® is the medium. Better decisions, then monthly root cause, are what move EBITDA, free cash flow and earnings.
Click a tool. See the question it answers and what it puts on the page.
Where ownership meets operation.
Three ways to own a company. Two chairs at the table.
Find your column and your chairRunning it
Listed, owner-operator and sponsor-backed CEOs.
Holding it
Boards, families, PE and VC sponsors.
Family offices
Capital by evidence across the holdings. More
When it matters most
The first hundred days. The middle of the hold. The franchise system.
We count what hit the P&L.
In a world where generative AI is rewriting the rules of strategy, MOVE is a blueprint for how companies must rethink their approach to stay competitive.
Michael Combs — President & CEO, CorVel Corporation (NASDAQ: CRVL)
New CEO. Minus $200M free cash flow.
No international growth strategy.
Stalled at $300M.
From the blog, then a conversation.
One idea, one Monday action. Then a senior partner, when you are ready.
Read the blogThe board asked about AI. You answered with pilots.
72% of CEOs call AI a top priority. Fewer than 15% have changed core strategy. The gap between those two numbers is where the next margin point goes.
ReadTwo years into the hold, and the plan is stale.
The value-creation plan was right on the day of the close. Nobody re-tested it. Now the sponsor wants the number and the CEO wants the room.
ReadFive months to plan. One competitor move to make it wrong.
The average mid-market planning cycle runs about five months. The market does not schedule around it.
ReadWhat is in front of you this quarter?
A senior partner reads it. One page back within five working days: what we see, three questions for your team, a straight answer on fit. Confidential.
Or start alone: the five questions (PDF)