Exelvys Value EngineeringMeasure the value of your decisions
Exelvys Value Engineering turns strategic decisions into measured economic performance. Every decision a CEO makes has an economic value. The point is to measure that value before you decide, and to verify it after. We call this the economics of decision-making, the founding concept of our method.
The five steps
Our promise is simple: turn your strategic decisions into measured economic performance. To keep it, we always separate two numbers. The first is the potential: the most the levers can deliver. The second is the conservative base: what a finance team can put in the budget without getting it wrong. You get both, and we never mix them up.
1. Economic Baseline
What you get: your baseline economic performance.
With a clear reference point, every figure that follows has meaning and scale. Without one, no gain can be judged. So before any talk of gains, we establish where you start. We build that baseline from your management data and set simple yardsticks, such as what one point of margin is worth in your business.
2. Value Discovery
What you get: your levers of growth, margin and productivity.
The goal is not a list of ideas. It is a small number of workstreams you can actually deliver, each tied to economic reality. We identify the levers by analyzing your data and interviewing your teams, then group them into workstreams that share the same data, the same owner and the same expected result.
3. Value Quantification
What you get: gains, costs, risks and investments, quantified.
Every lever is quantified from a measurement taken in your data, never from a market ratio. We estimate the gain, along with its implementation cost, its running cost and its risks. This is where the potential and the conservative base part ways: we apply a haircut to each gain, sized to how solid the measurement is.
4. Capital Prioritization
What you get: initiatives ranked by return and feasibility.
You get a prioritized roadmap in which the order of workstreams is not a preference but a consequence of the numbers. We rank workstreams by return on investment, meaning the annual gain relative to the implementation cost, and by feasibility. Every euro you commit is judged by what it returns. The roadmap is yours: implement it with your own teams, or ask us to support you.
5. Value Realization
What you get, if you ask for it: tracking of the results actually achieved.
This step is offered only if you ask for it. Some CEOs first want a clear view of what is possible, and the engagement then ends with the roadmap. If you choose our support, we track the results actually delivered, workstream by workstream, and compare them with the conservative base we set out. One governance rule frames the entire path: no workstream moves to the next stage without a measured result. We inform. You decide.
Two ideas to remember
Potential is not a budget line
The conservative base is what a finance team can budget today. The potential sets the target for the trajectory. We start from the low end of each gain, apply a haircut based on how solid the measurement is, and use that reduced amount as the budget base.
No workstream moves to the next stage without a measured result
When you ask us to oversee implementation, this rule protects your investment. It stops workstreams from piling up on promises, and keeps resources for the levers that have already proven their gain.
Want to apply this method to your company?
Peter Guillon will call you back within 8 business hours.
