For portfolio companies · Operating partner or value-creation lead
Health cost savings per operating company, proved before you scale
The Plan is reviewed the way a value creation thesis should be: one operating company at a time, on that company's own payroll data. Screen the portfolio for fit and readiness, pick one company, run its calculation, pilot with governance and success measures, and let reconciled results decide whether the next company gets reviewed. Savings are never extrapolated from one company to the rest of the portfolio.
The question on your desk
Which company should be reviewed first, what is its estimated EBITDA impact, and what results are required before reviewing another company?
From your chair
Select an operating company and define the required financial and employee results.
Your role in this decision: portfolio value-creation owner. You enter first to screen where the model may fit rather than assume it belongs everywhere.
Company-specific calculation
Comparable result measures
An illustrative scenario
Picture the portfolio review
The thesis slide says benefits savings across the portfolio. Diligence asks the obvious question: for which company, from which payroll, under which assumptions? A number built on averages has no answer, and the initiative stalls where it should have started.
The sequence here starts smaller and ends stronger: a screening table across candidate companies, one pilot with its own calculation and approval, measured results, and a written stop, refine, or scale decision. The second company is a new review, not a copy of the first.
This scenario is hypothetical, written for this role. It is not a customer story and it quotes no results. Your review runs on your company's real payroll, in writing, before anything is decided.
Your part of the review
What happens, and what you walk away with.
On the agenda when your role is in the room:
Portfolio fit and readiness criteria
Pilot-company selection and success measures
EBITDA bridge and stop, refine, or scale gate
What the review puts in front of you:
Portfolio fit heat map
Pilot charter with comparable measures
Scale recommendation and sequencing plan
Scale only after one operating company proves economics, adoption, controls, and local ownership.
Before you proceed
What has to be true, and what could go wrong.
The pilot is independently credible
Local leadership owns the decision
Measured results support the next-company thesis
Watch for: applying one estimate to the portfolio
Watch for: proceeding without local approval
Watch for: counting savings before reconciliation
Where your role sits in the chapter journey:
Screen the portfolio
Fit and readiness heat map · Owner: Operating team
Select a pilot
Pilot company, population, scope, and success measures · Owner: Sponsor + company leadership
Make the scale decision
Stop, refine, or sequence the next company · Owner: Operating partner
Start here: Provide basic workforce and payroll information for candidate companies, then select one for a full review. Book the confidential employer review or go back to for portfolio companies.
Same company, different chair
The other roles in this decision.
Portfolio-company chief executive or finance leader
Review The Plan using your company data and retain local approval authority.
Read this pagePortfolio-company finance or payroll lead
Validate the EBITDA bridge through real payroll, not portfolio averages.
Read this pageFor portfolio companies
You need numbers per company, not portfolio averages.
Read the full chapterYour next step
Start with a 30-minute conversation.
Bring your employee count, your payroll setup, and your current coverage. We'll tell you straight whether the math works for your company.