Backed by Y CombinatorThree documents and three sheets that only keep an initiative once it cites a specific diligence finding or underwriting assumption.
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Pack of 6 files: 3 documents, 3 spreadsheets
Private Equity 100-Day Plan Template100-Day Plan
Every initiative checked against the diligence record for a source before it reaches the board-approved plan.
| Initiative | Source | Value | Status |
|---|---|---|---|
| — | — | — | — |
| — | None | — | Pulled |
An initiative with no finding behind it gets flagged before it reaches the board, not after.
Calder Point Capital's operating partner drafted 15 initiatives for the first hundred days at Ashworth Compliance, worth a combined $3,180,000. Checking each one against the diligence record split them: 11 cited a specific finding or underwriting assumption, and 4 did not. Those 4, an OKR rollout, a payroll migration, a website rebrand and an office consolidation, claimed $540,000 combined, each with a confident number and no finding behind it. All 4 were pulled.
Every result on page one for this query is a phased checklist: stabilize in the first thirty days, install an operating rhythm by sixty, execute for a P&L win by ninety. Each pairs that with an EBITDA bridge assigning dollars to five generic levers. None of them checks whether a specific initiative traces to this deal's own diligence record. None checks the reverse direction either: whether a finding diligence actually flagged ever produced an initiative, rather than getting noticed once and dropped on the way to closing.
The arithmetic has gotten less forgiving industry-wide. Bain's 2026 Global Private Equity Report puts a typical buyout's required annual EBITDA growth at 10 to 12 percent now versus 5 percent a decade ago for the same 2.5x return. Holding periods have stretched toward seven years over the same stretch, up from five to six between 2010 and 2021. A plan carrying four items nobody can trace to a finding is exactly the slack that math no longer allows.
100-Day PlanAshworth Compliance, illustrative. Acquired by Calder Point Capital. 42 customers, $9,689,000 ARR at close.
| Group | Count | Combined value |
|---|---|---|
| First draft, total | 15 | $3,180,000 |
| Sourced to a finding or assumption | 11 | $2,640,000 (8 valued) |
| Unsourced, pulled | 4 | $540,000 |
| Added to close a finding with no action | 1 | Not quantified |
| Board-approved plan | 12 | $2,640,000 quantified |
The 4 pulled initiatives, an OKR rollout, a payroll migration, a website rebrand and an office consolidation, each carried a confident dollar figure and no finding behind it.
Finding to Action Map12 findings and assumptions from the diligence record, checked against the Initiative Register in the reverse direction.
| Finding or assumption | Source | Linked initiative | Status |
|---|---|---|---|
| 43.5% of ARR in a 0-90 day notice window | Commercial Findings | #1 | Assigned |
| 4 accounts overlap concentration and notice risk, $1,630,000 | Concentration Analysis | #2 | Assigned |
| Duplicate compliance-monitoring subsystems | QoE Report | #3 | Assigned |
| Single-vendor hosting dependency | QoE Report | #4 | Assigned |
| Duplicated implementation-services headcount | QoE Report | #5 | Assigned |
| Reseller override eating renewal margin | Commercial Findings | #6 | Assigned |
| 3 legacy accounts priced below list | QoE Report | #7 | Assigned |
| Year 1 cross-sell assumption, $410,000 | Underwriting model | #8 | Assigned |
| VP Sales sole strong closer | Management Assessment | #9 | Assigned |
| Monthly board reporting condition | IC approval memo | #10 | Assigned |
| Change-of-control consent on 4 accounts | Legal diligence | #11 | Assigned |
| Onboarding services booked as revenue, ~2 margin pts | QoE Report | None, first draft | Gap → added #16 |
Eleven findings already had a matching initiative. One did not, and checking this direction is what caught it before closing rather than after.
Initiative Register16 initiatives proposed in the first draft. 12 survive to the board-approved plan.
| # | Initiative | Owner | Value | Status |
|---|---|---|---|---|
| 1 | Convert priority rolling accounts to annual terms | VP Cust. Success | $410,000 | Kept |
| 2 | Exec-sponsor retention, 4 overlap accounts | CEO | $325,000 | Kept |
| 3 | Consolidate compliance-monitoring subsystems | VP Engineering | $260,000 | Kept |
| 4 | Rebid hosting and infrastructure contract | VP Engineering | $180,000 | Kept |
| 5 | Consolidate implementation-services roles | COO | $430,000 | Kept |
| 6 | Renegotiate reseller override agreements | VP Sales | $335,000 | Kept |
| 7 | Reprice 3 legacy grandfathered accounts | VP Cust. Success | $290,000 | Kept |
| 8 | Pilot regulatory-monitoring cross-sell | VP Sales | $410,000 | Kept |
| 9 | VP Sales retention and bench plan | CEO | Not quantified | Kept |
| 10 | Install monthly board reporting cadence | CFO | Not quantified | Kept |
| 11 | Track change-of-control consent status | Gen. Counsel | Not quantified | Kept |
| 12 | Roll out OKR framework company-wide | COO | $85,000 | Pulled |
| 13 | Migrate to new HRIS and payroll platform | COO | $140,000 | Pulled |
| 14 | Rebrand and relaunch marketing website | VP Marketing | $95,000 | Pulled |
| 15 | Consolidate office space to one floor | COO | $220,000 | Pulled |
| 16 | Reclassify onboarding services as contra-revenue | CFO | Not quantified | Added |
The 4 pulled rows stay visible rather than deleted, so the sourcing check is auditable rather than just asserted.
Milestone CalendarThe 12 board-approved initiatives only, organized by target day.
| Day | Initiative | Owner |
|---|---|---|
| 30 | #2 Exec-sponsor retention, 4 overlap accounts | CEO |
| 30 | #10 Monthly board reporting cadence | CFO |
| 30 | #16 Reclassify onboarding services | CFO |
| 45 | #3 Consolidate monitoring subsystems | VP Engineering |
| 45 | #4 Rebid hosting contract | VP Engineering |
| 45 | #9 VP Sales retention plan | CEO |
| 60 | #1 Convert rolling accounts to annual terms | VP Cust. Success |
| 60 | #8 Pilot cross-sell module | VP Sales |
| 60 | #11 Track change-of-control consent | Gen. Counsel |
| 75 | #6 Renegotiate reseller overrides | VP Sales |
| 90 | #5 Consolidate implementation-services roles | COO |
| 90 | #7 Reprice legacy accounts | VP Cust. Success |
Day 30 and day 60 each carry three initiatives across three different owners, so the early calendar is not emptier than the later one just to look achievable.
Carries the vote from the investment committee memo into a dated, owned plan, opening with the sourcing result stated in dollars rather than assumed
Every initiative sourced to a specific finding or underwriting line, with the ones that could not be sourced kept visible and flagged rather than quietly dropped
Runs the check in reverse from the diligence record outward, which is how a finding from the customer contract review gets caught if nobody wrote an initiative for it
The board-approved initiatives only, organized by target day rather than by category, so day 30 and day 90 both show what is actually due
The management assessment carried forward from the reference calls run during diligence, tied to whichever initiative it produced or left as an open gap
The standing reporting cadence and any consent or notice obligation diligence found, written to be read on day 400 as easily as on day 30
The standing rule: a quality of earnings flag with no initiative is a gap, and an initiative with no flag behind it is a guess, whichever direction the check runs
The diligence findings or the final investment memo, the underwriting model, the management assessment, and whatever initiatives are already being discussed.
Each proposed initiative gets matched to a specific finding or assumption. Anything that cannot be matched is flagged with its claimed value stated plainly, not folded into the total.
Every finding and assumption gets checked against the register for a matching action, which is how a flag that was noticed once and then dropped gets caught before closing.
The board-approved initiatives carry into the 100-Day Plan by category and into the Milestone Calendar by target day, each one stating its source.
An EBITDA bridge assigns dollars to five generic levers: price, mix, share, M&A, cost. It states how much each lever should move, not whether any specific initiative under it actually came from this deal's own diligence. This pack checks that question directly, and pulls or flags anything that cannot answer it.
It gets flagged, not deleted. The Initiative Register keeps it visible with its claimed value stated honestly, and the deal team decides whether to keep it anyway once they know it has no source. In the worked example, four such initiatives worth $540,000 combined were pulled from the board-approved plan.
Yes, when a diligence finding has no matching action at all. In the worked example, a quality of earnings flag about how onboarding services were booked as revenue had no initiative addressing it, so the map added one rather than letting the finding disappear once the deal closed.
No. It tracks that a consent or notice obligation exists and assigns it an owner and a target day, the same way it tracks any other finding. The legal diligence checklist that identified the clause, and the counsel executing on it, do the underlying legal work this pack only schedules.
It installs the pack as a private space and asks for the diligence findings, the underwriting model and whatever initiatives are already being discussed. The first pass builds the Initiative Register, checks each line for a source, and flags the unsourced ones plus any diligence finding with no initiative at all.
The 100-Day Plan, Management Brief and Governance Setup Note download as Word documents; the Initiative Register, Finding to Action Map and Milestone Calendar download as CSV. Word opens in Word, Pages or Google Docs, and the CSVs open in Excel, Numbers or Sheets with every column intact.
Written by
Co-founder & CEO, River
Chandler has spent the last six years working in AI, building tools for millions of users and Fortune 100 companies. In 2025, he co-founded River to build a new kind of operating system for AI agents.
Send the diligence findings, the underwriting model and the initiatives already being discussed. The first pass checks each one for a source and flags what is missing in either direction.
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