The Key Person

What this pack runs.

A company does not decide to depend on one person. The founder keeps the accounts they won, the exceptions go to whoever was there when the rule was written, and the license sits in the name of whoever applied. What makes it a decision is that the loss has a price in dollars and months, and so does holding a plan against it, and the two have never been written on the same page. A board asked whether the company could survive without the person answers with a tribute. This pack turns it into a subtraction and a division. What rests on the person, times the share that would leave, at what it earns, over the years it stays lost, plus the months the seat runs empty and an outside replacement, is what the loss costs. The same lines at the plan's share and months are what it costs with the plan in place, and the difference is what the plan buys. Divide what holding the plan costs a year by that figure and you have the break-even chance: how likely the loss has to be, in any one year, before holding the plan is cheaper than carrying the risk. One distinction runs through every file: the seat is the cheap half of the loss and every plan covers it; the relationships are the expensive half, and only a successor who already holds them in the open keeps the revenue. It stops on two halts: no one has added up what rests on the person, and no one has read the plan with the people named in it.

The casebooks these cases come from.

The pack reads nine sourced decisions through the framework. They are drawn from these casebooks, each one a set of verified records on a single decision type.

A verified record has passed a mechanical claim-versus-source check, a second model's read, and human approval. The count is what exists today, not a target.