Schimpf Group
Value Governance
How We Work
Our Model (Two Phases):
Phase 1: 45-Days to War Map (Friction Audit) -
Every engagement begins with a paid, outcome-bounded diagnostic sprint. We evaluate how money and decisions move through your company — next where value leaks, stalls, or is exposed. By day 45, you’ll have a short Brief and a one-page War Map showing the top 3-5 levers in dollars, days, and decisions—plus a clear go/no-go call on what to do next.
Note for Crisis Situations: If you are currently in a reactive liquidity, or leadership crisis requiring immediate intervention, we can bypass the 45-day cycle. Select 'Immediate' in your application to deploy us as within 72 hours. In this scenario, we build the War Map in parallel.
We don’t sell hours, or theater. We sell decisions that move the needle most.
Phase 2: War Map Oversight (Full Consultation — 12 Months) -
Here’s the reality: the War Map is easy to agree with but hard to hold. Drift is the default. Most clients continue with War Map Oversight — a 6 to 12-month founder/board/officer-level engagement where we keep execution locked on the 3-5 levers, adjust the War Map as reality changes, and maintain board-ready clarity. This is High-Stakes Intervention.
After the sprint, there are 3 paths:
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War Map Oversight (recommended) — maintain focus, prevent drift, keep shareholders, board, CEO aligned.
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Self-Execution — your team runs the War Map internally; works only when owners are strong and governance is tight.
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Interim Strategic Oversight / Directorship — for transitions, deals, or when board level clarify through advisory or independent directorship is needed (NACD, PDA, QTE..).
What We Do
We fix the intersection of revenue, decisions, and leadership. Our clients call when growth stalls, uncertainty blocks decisions, or the board needs help driving value — or removing blockers.
Typical mandates below are where the War Map Sprint usually starts:
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Revenue friction and operational misalignment
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Succession and leadership clarity
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Technology and regulatory decisions that affect valuation
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M&A readiness or post-acquisition integration
How It’s Different
We’re not selling hours or slides. We are not consultants in the traditional sense.
We’ve built, run, and fixed our own businesses — and we help a small number of other operators do the same, without theater.
Our method blends the efficiency of Lean Manufacturing with the ruthlessness of Private Equity.
If you’re an owner, board member, or CEO, here’s where we tend to be most useful:
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Board-level clarity: sharpening strategy, tech prowess, capital allocation inc. Value at Risk, and what “good” actually means in numbers.
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Owner economics: tuning the business toward cash flow, ROIC, and exit value — not just top-line growth.
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Decision systems: reducing decision drag on major spend, headcount, and strategic bets.
We act as an external, operator grade truth-teller with no internal politics and no incentive to keep you confused.
Capacity and Access
We take 1-3 concurrent clients at a time.
Most clients stay between 6-18 months, through one strategic cycle.
You’ll work directly with us — no handoff, no filler staff, no churn.
Prepare Before We Talk
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Your latest P&L and org chart
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Top three blockers to growth or resilience
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Access to one board member, or key stakeholder (CEO, Founder, etc)
If that’s not ready, it’s not yet time to engage.
If this sounds like a fit, explore the checklist below.