What the review should establish before the next funding round or exit
All strategic options possible, including novel ones.
Identify credible strategic options (and levers) and evaluate them against specified objectives and targets.
Work up three to five alternative strategies (and compare them with the current plan) with potential future valuation, exit means and multiple, key uncertainties and funding requirements.
The recommended strategy and game plan: what needs executing, by when, and what the contingencies are.
What would change the recommended plan, and how do changes in the market or in company performance affect potential returns?
One worked example
The test company is a fictional UK business. How the review reaches its recommendation
The checks
48 specialised components, each with one job; the 48 includes the two parts that run and control the work.
- Read the company's information against the public record
Produce the sources; hand them to the modellers.
- The long list of strategic options, each one set aside with its reason
Produce the figures from the sources; hand them to the writers.
- One page each, to a fixed form, from figures they did not produce
Produce the pages from the figures; hand them to the checkers and readers.
- Each figure against its source; one value everywhere
Check each figure against its source and read each page cold; a finding goes back for revision.
76 automatic checks · six groups · 75 at zero, one reported
The review is not released unless the required checks pass.
96 → 24 → 5
On the method's test company: 96 strategic options found, 24 priced, 5 valued in full, 1 recommended.
New findings can lead to further research and change the shortlist.
2
Our software reads the report twice without seeing the working, answering seven queries on each reading; every query is answered before release.