Overview:

A precision sports technology company was at the beginning of a value-creation transformation with many initiatives in motion but no central engine to run them. Leadership needed the program to move from a list of high-potential intentions into a managed, accountable system; one place where ownership, status, value, and risk were visible, and where decisions were made rather than deferred.

Approach:

We designed and operationalized the TO around three jobs: drive focus on what moves EBITDA, create transparency, and accelerate decisions. Key elements included:

• Operating model and governance: Defined the TO mandate and a clear role architecture — workstream owners, initiative owners, milestone owners, and a steering committee — so accountability for value and for delivery sat with named people, not the office

• Cadence: Installed a weekly-to-monthly rhythm of initiative check-ins, office hours, cross-workstream alignment, and a monthly steering committee, designed to surface risk early and protect value rather than add reporting burden

• EBITDA-linked prioritization: Built a tiered initiative framework that laddered every workstream to a financial outcome (revenue, margin, or cost) and separated what required weekly attention from what could wait

• Single fact base: Established one source of truth for ownership, status, and value capture visible to the company, its parent, and the PE sponsor, with the TO owning synthesis and communication while platform finance owned the numbers

• Cross-functional connection: Connected previously siloed functional teams using a shared cadence, one common fact base, and active dependency resolution to turn disconnected, parallel paths into coordinated efforts

Impact:

• Risks surface early and reach leadership as explicit tradeoffs to decide, rather than as late discoveries

• Every initiative is tied to a financial outcome and tracked against its commitment, keeping attention on what actually moves EBITDA

• The transformation now runs as a managed program with a single, consistent view of ownership, status, and value, and teams that once planned and reported in isolation now coordinate through a shared cadence, resolving cross-functional dependencies that previously went unaddressed