100-day program

Why 100 days?

In the venture capital world, the first 100 days after a business acquisition are crucial — they set the tone for the entire ownership period. Studies from Grant Thornton, PitchBook and AlixPartners, among others, show that nearly 90% of VCs use structured 100-day plans after an acquisition. McKinsey also recommends a clear 100-day agenda for newly appointed leaders. The period is critical to quickly identify value-creating actions and establish direction from day one.

In my previous roles as CEO and with my experience in venture capital and corporate integrations, I have used this methodology in practice in companies that are not in a transaction process. The difference from classic venture capital models? My view is that there is room to prioritize long-term sustainable change -- not just short-term gains.

For whom is the 100-day program suitable?

The program is aimed at companies, CEOs and the chairman who want to make things happen -- with clear effect. It is especially valuable for activities such as:

• Seeks increased profitability through streamlining, digitalization or better governance.
• Facing changes that require both strategic clarity and decisive action.
• Is stuck in a state of stagnation and needs to revitalize the business with clear measures.
• Want to achieve measurable results within a short period of time.
• Has completed an acquisition and needs a structured plan for integration and value creation.

The program is intense, demanding and uncompromising in its focus on results. It requires active engagement from both management and the board — and rests on concrete data analysis, not gut feeling.

Focus Areas Where Methodology Meets Practical Entrepreneurship

Creating real change in 100 days requires clear priorities, pragmatism -- and the courage to make quick decisions. Therefore, the programme focuses on concrete actions that are feasible within the framework I work with. Actions that either bring immediate results or build a solid foundation for further development. The focus is not on long-term strategy papers — but on quickly identifying, prioritising and implementing what really makes a difference here and now.

Here are some typical areas of focus where I often see noticeable effects already during the program period:

Profitability & Growth: Quick review of pricing, margins, and product or service portfolio. Identify low-performing segments and reallocate resources to where they yield the best returns.

Integration in Acquisition: Concrete action and communication packages that quickly integrate culture, structure and processes between old and new parts of the organization.

Streamlining & Digitalization: Identify bottlenecks in the company's internal processes and improve flows through digital tools and automation. Review existing ERP systems and adjacent system support — from finance and logistics to sales and service — to ensure that the right data flows efficiently between functions. Leverage AI for prediction, decision support and process automation where it creates tangible business benefits. The focus is on reducing manual labor, improving data quality and increasing the scalability of the business.

Market & Sell: Adjust the workflow and structure of the sales cycle, define lead scoring, improve sales/market synergies, and implement rapid CRM improvements. Focus on converting existing leads into business. Dismantle costly external agencies.

Change management: Formulate a clear message of change, build support in the management team and create guided communication points. Behavior change and visible impact of decisions are central to anchoring.

Leadership & Organization: Clarify responsibilities, mandates and roles. Create short-term development plans for key people and address cultural barriers that slow progress.

Here's how we get started

The first step is a joint meeting where CEO or Board Representatives presents the business, current challenges, strategic objectives — and preferably also some of the “sourdough” that has been lying around for too long. We discuss which people need to be involved, and ensure that management and/or the board have the time and focus required. This is teamwork — the program requires your presence, commitment and willingness to drive change.

If, after the meeting, both parties judge that there is a clear value in moving forward, I will return with a concrete proposal: quotation, detailed timetable and next steps.

Once the quotation is accepted and a non-disclosure agreement (NDA) signed, work begins. The programme then formally begins with the sending of relevant documents — for example material specifications, structured interview templates and an initial proposal for meeting planning. Everything is done in close dialogue with you, in order to create clarity, anchoring and effective implementation from day one.

An indicative plan may be this:

Days 1—30: Analysis & Quick Wins. The program with a clear review of the business plan, market situation, activity list and capacity planning — led by the CEO or Chairman of the Board. Next, we conduct a rapid, strategic analysis of the current situation to identify actions that immediately create business value — for example, improved margins or reduced capital commitment. Already here, clear objectives and measurable KPIs are defined that follow the program all the way.

Days 31—90: Implementation & Change Management. In this phase, we are pushing through the priority improvement actions with full focus on operational implementation. It is about streamlining the organization, introducing clear procedures and processes, and leading the change effort with strong communication. The aim is to create commitment and ownership — not just compliance.

Days 91—100: Monitoring & Optimization. The final sprint focuses on measuring, anchoring and adjusting. We analyze outcomes, ensure long-term sustainability and deliver a concrete final report that reflects the achievement of goals in relation to our joint plan.

Ready to take control of the next 100 days?

My 100-day program isn't just a reboot -- it's a strategic leap forward. The methodology is based on the most proven tools from the venture capital world, but is adapted for companies that want to create real change on their own terms.

Welcome to take the first step!