Series Content at a glance
Measure.
What does value per person tell you about your business? Paper One
Mechanism.
What actually drives value per person? Paper Two
Map.
Were your gains bought or learned, and where should you go next? Paper Three
Multiplier.
Engagement is the multiplier on growth and efficiency. Runs through all three
Paper One
How private equity creates real business value
When the easier sources of return do less of the work, the value in a business has to come from how it performs. Paper One sets out a practical frame for that: price, volume and cost as the levers, and efficiency that funds growth rather than competing with it. It proposes revenue per head as a North Star, a single number that shows how a business turns people into revenue. It also introduces the thread that runs through the whole series: engagement as the hidden multiplier on everything else.
Paper Two
More from the Same
Apple, Amazon and Nestlé report almost identical gross margins, between 46% and 47%. Yet the value each creates per person differs by 6.5 times. Paper Two goes one line deeper than revenue per head, to gross profit per head. It breaks that into three parts: the margin you keep, how hard you work your capital, and how much capital sits behind each person.
Paper Three
Bought or Learned
Put two questions together: how much of your capacity is in use, and whether your last gains were bought or learned. Answer both and you know what kind of growth problem you actually have. Paper Three turns that pairing into a map.
It sets out four positions a business can occupy, what each one calls for next, and where some of the world's best-known companies sit today.
Most growing businesses cycle between two of them.
Only a decision takes them to the fourth.