Digital download. All sales are final: no refunds or returns. Each format can be downloaded 3 times, and the links stay valid for 30 days. If you need more, reply to your confirmation email and we will sort it out.
Every cost paper says what comes out of the run rate, and that figure is usually right. What no paper says is what the company acquired in exchange: a capability that used to exist and now does not, with a price to restore and a delivery time, both knowable and neither ever requested. The asymmetry is structural rather than anybody's fault — the saving arrives immediately and in one line, what it cost arrives slowly and in several, and whoever proposed the cut can estimate a saving while only whoever would work without the capability can estimate a loss. This pack turns that into two divisions. What rebuilding would cost, over the annual saving, gives the reversal price: how many years of the saving buying the capability back would consume, read against the horizon the decision is being defended over. The annual saving, over the profit running through what was cut, gives the loss that cancels it — a single-digit percentage in most companies, and a sentence nobody in the room has heard. It stops on five conditions: no saving, no horizon, no rebuild estimate, no revenue behind the cut, and no margin on it.
The test that runs through every file
A cut is booked as a saving and never as a purchase — the company is buying a permanently smaller capability at a price, and only the refund ever reaches the paper. 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 reversal price — the years of saving that buying the capability back consumes. 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 Cost Cut Strategy Pack
- Foundations. The framework: what a cut actually buys, why only the saving is written, the two divisions, and the five halts.
- Concept deck. Twenty-one slides for a board or executive session, with nine sourced cuts and what each does not establish.
- Decision wizard. Eight scored questions returning the band, the weakest answer, and either of the two halt conditions.
- Reversal model. Eleven candidate shares of the revenue behind the cut across the columns, the reversal price, and the loss that cancels the saving.
- 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 cut cheaper to judge.
- Case studies. Nine sourced cuts — two that worked, one bought back in public, and one that marks the limit of the method.
- Fit worksheet. The single page of record: what the cut removes, what rebuilding costs, the reversal price and who owns the signal.
- Roadmap template. Five phases with gates and owners, the assumptions register, a signal with a threshold, and a reporting line.
- Practitioner manual. Naming what the cut removes, the rebuild estimate, what runs through it, staging against a signal, six failure modes.
- 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 Cost Cut Strategy Pack?
- The Cost Cut Strategy Pack is a decision-support kit for one question: What did the cut buy, and what would buying it back cost? It contains 16 files — foundations, concept deck, decision wizard, reversal model, strategies and tactics, case studies, fit worksheet, roadmap template, practitioner manual, field checklist, about the package — built around a single organizing test: a cut is booked as a saving and never as a purchase — the company is buying a permanently smaller capability at a price, and only the refund ever reaches the paper. 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 Cost Cut 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 Cost Cut Strategy Pack?
- 16 files in Word, PDF, PowerPoint and Excel: Foundations (Word + PDF) — The framework: what a cut actually buys, why only the saving is written, the two divisions, and the five halts. Concept deck (PowerPoint + PDF) — Twenty-one slides for a board or executive session, with nine sourced cuts 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. Reversal model (Excel, blank and worked) — Eleven candidate shares of the revenue behind the cut across the columns, the reversal price, and the loss that cancels the saving. 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 cut cheaper to judge. Case studies (Word) — Nine sourced cuts — two that worked, one bought back in public, and one that marks the limit of the method. Fit worksheet (Word, blank and worked) — The single page of record: what the cut removes, what rebuilding costs, the reversal price and who owns the signal. Roadmap template (Word) — Five phases with gates and owners, the assumptions register, a signal with a threshold, and a reporting line. Practitioner manual (Word + PDF) — Naming what the cut removes, the rebuild estimate, what runs through it, staging against a signal, six failure modes. 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 Cost Cut Strategy Pack produce?
- The reversal price — the years of saving that buying the capability back consumes. 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 Cost Cut 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 Cost Cut 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 Cost Cut 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.