April 8, 2013
Interviewed by: David Snow
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The Value of the 100-Day Plan

It’s a pivotal time for value creation, directly after the close of the private equity deal, that establishes the cadence between the financial sponsor and the newly incentivized management team. In the first of a four-part series about executing an effective 100-day plan for operations improvement, Rob Ospalik of Baird Capital; Ed Kleinguetl of Grant Thornton; and Jack Purcell of Ridgemont Equity Partners discuss how this strategy sets a precedent for getting the most value out of a transaction.

It’s a pivotal time for value creation, directly after the close of the private equity deal, that establishes the cadence between the financial sponsor and the newly incentivized management team. In the first of a four-part series about executing an effective 100-day plan for operations improvement, Rob Ospalik of Baird Capital; Ed Kleinguetl of Grant Thornton; and Jack Purcell of Ridgemont Equity Partners discuss how this strategy sets a precedent for getting the most value out of a transaction.

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