From Value to Wealth

Love the
Turbulence

"Stop bracing for impact. Start building for it."

Nine percent.

That's the share of public companies that flourished when recessions hit. Seventeen percent didn't survive. The rest spent years clawing back to where they'd started.

The best of them did two things at once: cut real waste, and invest precisely when opportunity appeared.

Handle a crisis well financially, and everything else gets stronger too. Better teams. Sharper thinking. Fundamentals built because they had to be.

The difference was never the market. It's how a business is built: the ten components. How it's run: the ten principles. How consistently it holds the line when no one's watching: the system.

Get the book β†’
β€”10 core components
β€”10 unbreakable principles
β€”20-session executive programme
The Premise

"The storm is not a question of if β€” it always arrives.

It is whether what you built can bend without breaking."

The Whole Argument

Three things separate the thrivers

01

Value Creation

Make something people genuinely want, and frame it so the worth is felt, not just described.

02

Value into Wealth

Convert that worth into cash and a return that beats the true cost of capital.

03

Consistency and Sound Risk Management

Holding the first two, year after year, through conditions you did not choose.

The first two make you profitable. The third makes you unbreakable.

Click any part to see what it covers and where it sits in the book.

PART THREE β€” THE SYSTEM
Runs on a cadence, with or without you

Two Minutes

The critical questions

One sharp question for each of the ten components and each of the ten principles. Check anything that sounds true right now. Be honest, nobody else sees this.

Part One: The Anatomy

Part Two: The Principles

Try It Yourself

Small changes, multiplied

A simplified taste of the Explorative Planning Method described in the book. Enter your own numbers, then move the levers and watch the cash flow compound. Every lever runs from 0% to 15% per year, compounding β€” the number shown is where the slider currently sits, not its maximum.

All figures in millions

Income Statement

Gross Income40.0
Gross Margin40.0%
EBIT10.0
EBIT Margin10.0%

Balance Sheet & Cash Flow

Working capital17.0
% of sales17.0%
Cash Conversion Cycle
0DSO
+
0DIO
βˆ’
0DPO
=
0days

Days Sales Outstanding (collection) plus Days Inventory Outstanding (time on the shelf), minus Days Payable Outstanding (time before you pay suppliers) β€” the number of days cash is tied up in the business.

Building the Cost of Capital (WACC)

The discount rate the valuation runs on β€” built from five pieces, not typed in as a guess.

What a virtually safe investment pays today β€” a 10-year government bond is the usual benchmark. The floor everything else is priced above.

The extra return investors demand for holding stocks instead of a safe bond β€” compensation for the added risk.

How much more, or less, this business swings than the market as a whole. 1.0 is average; above 1 means more volatile.

The interest rate this business actually pays on its borrowing, before the tax shield is applied.

The share of funding that comes from equity rather than debt. The remainder is assumed to be debt.

The risk-free rate already has inflation built in. Without a matching growth assumption here, the valuation quietly assumes real cash flow shrinks forever β€” this keeps it roughly flat instead.

Cost of equity (risk-free + beta Γ— premium) 10.1%
After-tax cost of debt 4.8%
Weighted Average Cost of Capital 8.5%

Growth

Pricing power (grows Sales, no cost)
0%
0%15%
Market penetration (unit sales, excl. price)
0%
0%15%

Cost & Productivity

Purchasing efficiency (cuts purchased goods)
0%
0%15%
Productivity factor (personnel, R&D, SG&A)
0%
0%15%
CapEx discipline (cuts capital spend)
0%
0%15%

Working Capital

DSO improvement (faster collection)
0%
0%15%
DIO improvement (faster inventory turns)
0%
0%15%
DPO improvement (slower supplier payment)
0%
0%15%

Risk

Risk management (lowers Beta, not cash flow)
0%
0%15%
EBIT today
10.0
β†’
EBIT in N years
10.0
Cumulative free cash flow generated
0.0
Business value today
100.0
β†’
Value in N years
100.0

Set your numbers above, then move a lever.

The Calculation Year 1
EBIT 10.0
βˆ’ Tax (20.6%) βˆ’2.1
= NOPAT (after-tax operating profit) 7.9
+ Depreciation (added back β€” not a cash cost) +5.0
βˆ’ CapEx (real cash spent on assets) βˆ’6.0
βˆ’ Ξ” Working Capital (cash tied up funding growth) βˆ’0.0
= Free Cash Flow 6.9
Γ· (Cost of Capital βˆ’ Growth) (8.5% βˆ’ 2.0%)
= Business Value 81.7

Value = Free Cash Flow Γ· (Cost of Capital βˆ’ Growth). The risk-free rate embeds expected inflation, so a zero-growth perpetuity would quietly shrink in real terms forever β€” the growth assumption corrects that. Still a simplification of a full DCF, which would discount each projected year individually.

A simplified illustration of compounding using your own indicative numbers β€” not a valuation model or financial advice. The full Explorative Planning Method, built as a proper financial model, is what the programme walks through.

See how it's actually done β†’
Love the Turbulence book cover β€” From Value to Wealth: The Anatomy and Principles of the Unbreakable Enterprise, by Lars Magnus Krantz
The Book

Love the Turbulence

From Value to Wealth: The Anatomy and Principles of the Unbreakable Enterprise

Every enterprise meets turbulence. Markets shift. People surprise you. The plan that looked flawless on paper collides with the real world. Drawing on more than thirty years in the control room of business, Lars Magnus Krantz makes a simple, uncomfortable case: numbers are symptoms, and understanding what actually drives them is the only way to improve them.

  • The anatomy of an unbreakable enterprise β€” ten core components, and where each one actually breaks
  • The financial wheel: how value becomes wealth instead of activity
  • Ten principles that hold, from Your Standards, Your Reality to The Compounding Money Machine
  • The management system and the three gates every serious decision must pass
Amazon πŸ‡ΈπŸ‡ͺ Swedish store Apple Books soon Kobo soon

Available in ebook and paperback.

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Who Wrote This

Lars Magnus Krantz

Thirty years in the control room of business. Eleven executive finance roles across businesses and supply chains, several transformation programmes, and rather more turbulence than I would have chosen. Everything in this book was run in real operations, under real pressure, with real money at stake β€” none of it is theory.

  • 01Eleven executive finance roles across businesses and supply chains
  • 02Led several transformation programmes
  • 03Financial planning and scenario leadership behind new offers and business models
  • 04A genuine, hands-on interest in the behavioural science behind financial results
  • 05Author of Love the Turbulence
Free For Executives

The Executive Overview

A free 45–60 minute talk built to deliver real value on its own β€” not a pitch dressed up as content. Reality versus theory, why numbers are symptoms, the three things that separate the thrivers, a live diagnostic on your own business, and five recommendations you can act on immediately.

45–60 MIN LIVE DIAGNOSTIC FIVE RECOMMENDATIONS NO COST
Go Deeper

The twenty-session programme

Block A Β· The Anatomy

Ten components

One session per core component β€” people, strategy, finance, systems, and the rest of what every enterprise is built from.

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Block B Β· The Principles

Ten principles

One session per unbreakable principle β€” the rules that govern how the anatomy must be run to hold under pressure.

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PART ONE
Open questions to the room, in the book's own voice
PART TWO
The teaching β€” the concept, in practice, where it breaks
PART THREE
Cases and examples, drawn from the book
PART FOUR
A closing question and a three-step assignment

Not open for enrolment yet.

The programme is being finished alongside the book. Leave your email and you'll be first to know the moment it opens β€” nothing else, no spam.

Get In Touch

Questions, or want to talk?

Whether it's about the book, the free talk, the upcoming training programme, or something else entirely β€” send a message directly.

Prefer email? Write directly to lm.krantz@outlook.com