Choices on the table
Assess what they can achieve together.
Value System DiagnosisWhen the decision is yours
You carry the consequences of the choices the business makes.
A CEO’s plan, an investor’s exit case and a founder’s runway bring different stakes to the same business choices.
Your role. Your stakes.
The decision looks different from your seat.
CEO The planWhat can the business take on and still deliver?
What brings you here
- The business is busy, but the numbers are not moving.
- Executives are competing for the same people and budget.
- The budget asks for more than you can fund or staff.
- AI has added work without taking anything off the list.
- The board wants an answer you are not yet confident in.
Choices and trade-offs
Illustrative example
Growing recurring revenue and EBITDA in the same year
Recurring revenue growthFalls short
EBITDA growthFalls short
New clients
Client retention
Pricing
Team capacity
Cost to serve
What the plan relies on
Example: growing revenue while protecting earnings
The choice
Back new sales, grow existing clients or change pricing while wages and the cost of service are rising.
What to examine together
New-client onboarding, retention, team capacity, pricing and the cost of serving customers.
The call
Test which combination supports the required revenue and earnings outcomes, what must change and which trade-offs leadership accepts.
Private equity The exit caseWhere could more capital or management time still count at exit?
What brings you here
- The value creation plan is behind.
- The hold is running longer than modelled.
- Management is asking for more capital.
- An add-on, management change or exit decision is on the table.
Choices and trade-offs
Illustrative example
Getting the value creation plan to hold through to exit
EBITDA at exitFalls short
CashFalls short
Customers and pricing
Management bandwidth
Operating costs
Cash and debt
Systems and data
What the plan relies on
Example: an add-on alongside work on the core business
The choice
Continue an add-on, cost reset and systems programme, or change their scope and timing.
What to examine together
The management attention, cash, customer relationships and systems each choice relies on through to exit.
The call
Assess which combination supports the exit case, what needs protecting and whether the target or timing needs review.
Founder Runway and controlWhat does the next move ask of you and the business?
What brings you here
- Several options look reasonable; you can only fund one or two.
- A raise, board meeting or candidate offer is forcing the timing.
- A move you have already made is not paying off.
Choices and trade-offs
Illustrative example
Funding the next stage without losing control
GrowthFalls short
Your controlReached
Clients and sales
Your team
Your own time
Cash runway
Your ownership
What the plan relies on
Example: funding the next stage without losing sight of control
The choice
Raise capital to grow, keep a narrower focus or continue carrying more of the work yourself.
What to examine together
Sales, the team, founder attention, cash runway and ownership.
The call
Compare what each route enables and gives up. Then assess the growth, control and timing you are willing to accept.
When to bring Leap in
Anytime.
A plan already under way
Check the case for continuing, adapting or stopping.
Value Mandate OversightInside the team, at any point
Add executive responsibility and senior judgement.
Executive Decision PartnerStart a conversation
What do you have to decide?
Tell us what must be achieved, what is already under way and the time available.