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The same margin, the same growth, the same return on capital. A platform's traffic, a regulator's credit, a central bank's rate, a customs exemption, one customer, one brand, one bilateral contract — every one produces profit that reads exactly like profit the company earned itself. That is not an accounting failure: the distinction is about who could take it away, which is a property of an arrangement rather than of a transaction, so it has to be asked directly. This pack computes the share of profit that depends on one named condition, what would survive if it ended, the annual loss and the exposure at your own multiple. Then it turns the question into the one form that can be settled in advance — a time question. How long a replacement would take from a standing start, against how much notice you would get, with the difference being the interval you have to survive on cash. It stops on four conditions: nobody has said how long a replacement would take, nobody has priced the rebuild, nobody has said what the cushion is, and nobody has said what the company trades on.
The test that runs through every file
An advantage you did not build and do not control looks identical in the accounts to one you did, so the useful question is not whether the condition will change but how much notice you would get. It is the argument in the deck, it becomes the wizard’s axes, it drives the model’s inputs, and it reappears as lines on the checklist. That is what makes 16 files a product rather than 16 documents.
The model resolves to one number you can negotiate with: The interval — the notice you would get, less the time you would need. It ships blank and worked, and every input is a named cell rather than a figure buried inside a formula, so the number arrives with its assumptions attached rather than on its own authority.
What is in the Borrowed Advantage Strategy Pack
- Foundations. The framework: why the accounts cannot tell you, the interval, the number a company overestimates, and the four halts.
- Concept deck. Twenty-one slides for a board or risk session, with nine sourced dependencies and what each does not establish.
- Decision wizard. Eight scored questions returning the band, the weakest answer, and either of the two halt conditions.
- Dependence model. Eleven candidate notice periods across the columns, the cash needed to reach a running replacement, and the notice you would need to survive.
- Strategies and tactics. The moves at each of the four positions, what to do when the model halts, and four ways to make the next dependence cheaper to assess.
- Case studies. Nine sourced dependencies — one with a published date, one with a notice period of hours, and a pair of companies on either side of the same dial in the same month.
- Fit worksheet. The single page of record: the condition, the share, what would survive, the replacement, the cushion and the notice.
- Roadmap template. Five phases with gates and owners, the assumptions register, a trigger and a quarterly reporting line.
- Practitioner manual. Listing the conditions, computing the share, estimating what survives, researching the notice period, six failure modes and their indicators.
- Field checklist. The one-pager that survives outside the binder.
- About the package. What each file does and the order in which to run them.
An honest note on fit
This is a kit for running a decision, not a research report and not a course. It is worth buying if a real decision is in front of you and you would otherwise start from a blank page. It is not worth buying to read.
Worked examples use an explicitly fictional business, labeled on every file that contains one, with numbers tuned to teach rather than to flatter — each worked case is built so that the decision does not simply come out well, and so that what settles it is the test the pack exists to run. A worked example where everything works is a brochure. The price excludes customization, implementation and support, and where the pack reasons beyond its evidence it says so on the page.
Questions
- What is the Borrowed Advantage Strategy Pack?
- The Borrowed Advantage Strategy Pack is a decision-support kit for one question: What share of your profit depends on a condition you do not control? It contains 16 files — foundations, concept deck, decision wizard, dependence model, strategies and tactics, case studies, fit worksheet, roadmap template, practitioner manual, field checklist, about the package — built around a single organizing test: an advantage you did not build and do not control looks identical in the accounts to one you did, so the useful question is not whether the condition will change but how much notice you would get. It is what a leadership team uses to run the decision and leave a record of what they assumed, rather than a report about the topic.
- Who is the Borrowed Advantage Strategy Pack for?
- Anyone who has to make this call and answer for it: an operator or owner facing the decision, the executive team running it, the board or investor testing the reasoning, or an adviser who would otherwise build the framework from a blank page. It is worth buying when a real decision is in front of you. It is not worth buying to read.
- What is in the Borrowed Advantage Strategy Pack?
- 16 files in Word, PDF, PowerPoint and Excel: Foundations (Word + PDF) — The framework: why the accounts cannot tell you, the interval, the number a company overestimates, and the four halts. Concept deck (PowerPoint + PDF) — Twenty-one slides for a board or risk session, with nine sourced dependencies and what each does not establish. Decision wizard (Excel) — Eight scored questions returning the band, the weakest answer, and either of the two halt conditions. Dependence model (Excel, blank and worked) — Eleven candidate notice periods across the columns, the cash needed to reach a running replacement, and the notice you would need to survive. Strategies and tactics (Word) — The moves at each of the four positions, what to do when the model halts, and four ways to make the next dependence cheaper to assess. Case studies (Word) — Nine sourced dependencies — one with a published date, one with a notice period of hours, and a pair of companies on either side of the same dial in the same month. Fit worksheet (Word, blank and worked) — The single page of record: the condition, the share, what would survive, the replacement, the cushion and the notice. Roadmap template (Word) — Five phases with gates and owners, the assumptions register, a trigger and a quarterly reporting line. Practitioner manual (Word + PDF) — Listing the conditions, computing the share, estimating what survives, researching the notice period, six failure modes and their indicators. Field checklist (PDF) — The one-pager that survives outside the binder. About the package (PDF) — What each file does and the order in which to run them.
- What number does the Borrowed Advantage Strategy Pack produce?
- The interval — the notice you would get, less the time you would need. The model ships blank and worked, and every input is a named cell rather than a figure buried inside a formula, so the number you take into a room arrives with its assumptions attached and can be argued with rather than merely believed.
- How is the Borrowed Advantage Strategy Pack delivered?
- As a single download of all 16 files, immediately after payment, with the same link sent by email. It can be downloaded 3 times and the link is valid for 30 days. There is nothing to install and no account to keep.
- How much does the Borrowed Advantage Strategy Pack cost, and is it a subscription?
- $499, one-time. It is not a subscription and there is nothing to cancel. Where the pack is revised within 180 days of your purchase, the new release is yours. The price does not include customization, implementation help or support.
- Are the worked examples in the Borrowed Advantage Strategy Pack real companies?
- The case studies are real, sourced and dated, and each one states what its evidence does not establish. The worked model, wizard and worksheet use an explicitly fictional business, labeled as such on every file that contains one. A worked model needs roughly fifteen populated inputs; for a real company you would have public figures for perhaps four, and the rest would be estimates wearing the authority of a spreadsheet.