EBIT Sprint
You've been more profitable than you are now.
You've been more profitable than you are now.
Some of the difference may have explanations you cannot change. The question is how much you can.
EBIT Sprint gives your management team one focused day to identify and quantify concrete EBIT opportunities from within your existing business.
The target: at least 25% of the agreed EBIT gap in annual EBIT potential.
Find. Test. Decide.
The Sprint day moves through three stages: finding the opportunities, testing them with management and deciding which ones are worth taking forward.
Find
Management works in small groups using company data, their own knowledge and AI-supported analysis to search systematically across growth, margin and efficiency.
Each opportunity has to describe a concrete change, where the EBIT comes from and what it could be worth.
Test
Management reviews the opportunities, corrects facts and calculations, removes duplicates and anything already in the plan and adds material opportunities that are missing.
The opportunities management sends forward then go into a plenary review.
Management challenges the EBIT logic, estimates and assumptions, and remaining overlap is removed.
Decide
After management has left, you and I spend 60 minutes with the final EBIT opportunity list.
You decide what goes forward, what needs further investigation and what stops.
What you leave with
You leave with an EBIT Opportunity List containing the opportunities you have selected to take forward or investigate further.
For each opportunity, show these seven items clearly:
- The idea
- The concrete action
- Where EBIT comes from
- Low, Mid and High annual EBIT potential
- How Mid is calculated
- The basis: found in company data, calculated or assumed
- What still needs clarification
Your decision is added at the end of the day.
The result: a quantified set of opportunities you have selected, with the economics, assumptions and remaining questions visible.
The target: at least 25% of the EBIT gap
Your own performance gives us the starting point.
We compare a recent, broadly comparable period of stronger EBIT performance with where the business is today. That gives us an EBIT gap to investigate.
Market conditions change. Businesses change. Acquisitions, divestments, input costs and deliberate investments may explain part of the difference. Before the Sprint, we agree the relevant EBIT gap.
The Sprint target is to identify opportunities you select worth at least 25% of that gap in annual EBIT potential.
Only incremental EBIT counts. Anything already included in the budget, forecast or an agreed initiative is excluded, and overlap between opportunities is removed.
The 25% is identified EBIT potential. Realisation depends on what happens after the Sprint.
A simple example
Recent comparable EBIT: DKK 50m
Current EBIT: DKK 30m
Agreed EBIT gap: DKK 20m
Sprint target: at least DKK 5m in annual EBIT potential from opportunities you select.
That is identified potential, not a forecast of realised EBIT.
Built around your management team
The people closest to your customers, pricing, products, contracts and operations hold much of the knowledge needed to find the opportunities.
The Sprint combines that knowledge with company data, a structured analytical process and AI.
AI helps us work through more data, test assumptions and quantify opportunities faster. The judgement, choices and decisions remain human.
The work takes place within the agreed company environment and permissions. Raw company data stays there.
One day. One management team. One economic question: how much more EBIT can we find within the existing business?
What happens after the Sprint
At the end of the day, you have decided which opportunities move forward and which need further investigation.
Some may be ready to act on. Others may require an assumption, customer response or operational question to be clarified first.
The Sprint gives you a quantified starting point. Execution planning and support are separate.
Start with the number
If your EBIT is below a recent comparable high, we can start by establishing the relevant gap.
Then we can have a direct conversation about what changed, what can reasonably be explained and how much of the gap may be addressable from within the existing business.