Build the plan you can use, then keep using it.
Ownership Goals establishes what you want from Time, Cash Flow and Wealth. Expand Knowledge helps you examine the business as an asset and compare your choices. In Module 3, you bring that work into one Owner’s Playbook™ and keep it useful as you make decisions.
You use the Playbook when deciding whether to hire, invest, distribute cash, transfer responsibility or change direction. The company plan and the team’s work can then follow the same ownership goals.
Four parts keep the work connected
| Part | What you keep and use there |
|---|---|
| The Plan | Original Scorecard, Roadmap assessment, annual North Star, current 90-Day Game Plan and written Value Growth Plan. |
| The Numbers | Financial information, three-statement model, budget, forecast, valuation and executive compensation. |
| Your Leadership Team | Actual responsibilities, functional evidence and the people developing the ability to carry the work. |
| The Rhythm | Dated monthly, quarterly and annual preparation, decisions and follow-through. |
Bring existing work into these four parts or link its maintained location. You do not need a second model, Scorecard or project list. See the Playbook and its working pages.
Three milestones turn preparation into a practice
| Milestone | What it establishes | What shows actual use |
|---|---|---|
| M7: Value Growth Plan | Goals, current evidence, annual direction and the next quarter explained in one adopted narrative. | All six actions, including a real ownership decision made with the plan and its next review. |
| M8: Quarterly Boardroom Rhythm | A prepared review of ownership direction, leadership results and the next Game Plan. | All five actions, including two consecutive quarterly reviews and a current annual-planning schedule, responsibilities and next action. |
| M9: Monthly Ownership Meetings | Regular financial and Game Plan review with decisions and follow-through. | All four actions, including three consecutive actual monthly ownership reviews. |
A first usable Playbook can be ready while the meeting practice is still accumulating evidence. Continue useful work in later modules during that time. A binder, a prepared calendar or Summit attendance does not replace the required use.
Each instrument answers a different question
Your Scorecard holds the five-year goals. The Roadmap shows what is installed and what still needs work. The North Star connects this year’s goals and valuation picture to four intended quarterly priorities. The 90-Day Game Plan makes the next quarter specific. The written Value Growth Plan explains why those choices fit the business and your ownership future.
The financial work tests what the plan can support. Leadership work identifies who can carry it. A hypothetical hire that reduces your operating hours may also reduce near-term distributions. The connected Playbook lets you examine both effects before deciding.
Review the same plan at three intervals
Monthly: CRO, CFO and COO reviews inform the CEO’s combined recommendation, followed by the owner-and-CEO review. Check current results, the Game Plan and prior decisions.
Quarterly: close the outgoing Game Plan, review evidence and leadership recommendations, then adopt the next priority and outcomes. Keep the reasons for continuing or changing direction.
Annually: revisit ownership goals and develop the coming year’s company plan. Begin with the owner, then CEO, CRO, COO and CFO contributions before returning to ownership. This planning sequence follows how the economics build; the monthly review order remains CRO, CFO, COO, then owner and CEO.
For a calendar-year company, the Summit can start the first pass and Q4 develops the monthly budget toward December 15 approval. Preserve the approved comparison when later forecasts change. Annual-reset completion is recorded separately; Milestone 11 assesses the approved budget. Annual planning adds no new milestone or Velocity points.
Coaching & Community explains the continuing practice and member rhythm. Module 4: Sustainable Financials develops the financial foundation behind these decisions.
Choose your next step
Review the wider system. The Ownership Assessment helps you examine the capabilities behind your plan and choose useful work. Keep evidence you have not reviewed visible rather than treating it as a zero.
Build the Playbook with support. The 90-Day Boardroom Blueprint connects ownership direction, the financial foundation and decisions in your first usable Playbook. Continuing use builds from there. You can explore help directly; completing the Assessment is not a prerequisite.
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