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          "description": "The middle stretch in arcs that have one. Often where length problems creep in."
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          "canonId": "019dd956-6339-76ac-9cbf-4b377c3aa89e",
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          "structure": "The Monster -> The Call -> The Struggle -> The Victory -> The New Order",
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        "name": "The Victory",
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        "evidence": "The document presents Starboard's past successes and its proposed nominees as a solution.",
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          "version": 1,
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          "status": "active",
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          "version": 1,
          "description": "How the deck ends. Required in 19/20 arcs. The exception (Sparkline) ends with new bliss which is functionally a resolution."
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      {
        "tool": {
          "name": "Before/after framing",
          "slug": "before-after-framing",
          "status": "active",
          "bestFor": "For turnaround / reform proposals",
          "canonId": "019dd9e1-528b-72ec-a563-e5dcb9410f67",
          "version": 1,
          "bodyDocId": "019dd9a1-80bf-72e9-980b-ccd1c0cd3488",
          "description": "You visualise two futures side by side: the trajectory the target is on\ntoday, and the trajectory under your proposed intervention. The reader\nhas to see the delta to feel the stakes.\n\nIt's the rhetorical cousin of the peer-gap — same visual grammar\n(comparison), but across **time** instead of across peers.",
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        "priority": null,
        "whenToUse": "For turnaround / reform proposals",
        "confidence": null,
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          "model": "unknown-legacy",
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        "whyItWorks": "- It **quantifies the opportunity cost** of inaction. \"Doing nothing\"\n  becomes a concrete, visible path, not an abstraction.\n- It **makes the Answer tangible**. The prescription isn't a paragraph;\n  it's a trajectory the reader can point at.\n- It **pre-empts the status-quo defence**. Management usually argues \"we\n  have a plan\". Your chart shows what their plan looks like vs. yours.\n- It **satisfies both the Architect** (math adds up) **and the Storyteller**\n  (emotional delta between two futures).",
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        "cardinality": null,
        "narrativePurpose": null
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      {
        "tool": {
          "name": "CEO quote contradiction",
          "slug": "ceo-quote-contradiction",
          "status": "active",
          "bestFor": "When management credibility is the lever",
          "canonId": "019dd9e1-52e9-717f-8454-93e627563ed6",
          "version": 1,
          "bodyDocId": "019dd9a1-8296-720d-8f51-da76937f9415",
          "description": "You reproduce management's own words — verbatim, with source and date — and\nthen place them next to the outcome that contradicts them. The CEO built\nthe rope; you put it around their own neck.",
          "familyLabel": null,
          "categoryName": null,
          "categorySlug": null
        },
        "agent": null,
        "layer": "document",
        "agents": null,
        "matchId": "61339d0c-2335-4be3-b28e-05884aca1470",
        "evidence": null,
        "pageRefs": null,
        "priority": null,
        "whenToUse": "When management credibility is the lever",
        "confidence": null,
        "extraction": {
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          "model": "unknown-legacy",
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        "pageNumber": null,
        "whyItWorks": "- **Maximum credibility**: no adjective you could write is as damning as the\n  target's own prior statement.\n- **No rebuttal path**: management can't argue they didn't say it.\n- **It forces accountability onto a person**, not an institution — even if\n  you aren't explicitly naming a villain elsewhere.\n- **Reporters amplify it**. A CEO-quote-contradiction slide is quotable,\n  which means it lands in WSJ/FT/Bloomberg coverage.",
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        "narrativePurpose": null
      },
      {
        "tool": {
          "name": "Peer gap chart",
          "slug": "peer-gap",
          "status": "active",
          "bestFor": "When relative underperformance is the core argument",
          "canonId": "019dd9e1-54f1-775a-94a1-d5cf3bb75abf",
          "version": 1,
          "bodyDocId": "019dd9a1-8653-7748-9050-807f067196c3",
          "description": "A single visual that benchmarks the target against its best-in-class peers on\na single quantitative KPI — and shows the target losing. The gap is the\npunchline.",
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        "layer": "document",
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        "evidence": null,
        "pageRefs": null,
        "priority": null,
        "whenToUse": "When relative underperformance is the core argument",
        "confidence": null,
        "extraction": {
          "at": "2026-04-29 12:07:50.267697+00",
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        "pageNumber": null,
        "whyItWorks": "- It's the **most credible claim in the deck** because it's arithmetic, not\n  opinion.\n- It's immediately **actionable** — close this gap and value accrues.\n- It **pre-empts the \"context is different\" defence** by pitting the target\n  against direct peers in the same category.",
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        "cardinality": null,
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      {
        "tool": {
          "name": "Villain naming",
          "slug": "villain-naming",
          "status": "active",
          "bestFor": "When governance or specific decisions are the core thesis",
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          "version": 1,
          "bodyDocId": "019dd9a1-88f1-72ad-8f4e-56ec29d7b369",
          "description": "You identify a **specific person** responsible for the target's underperformance\nor the behaviour you want changed — and name them. Not \"management\" or \"the\nboard\". A named executive or director with a specific failure attributable to\nthem.",
          "familyLabel": null,
          "categoryName": null,
          "categorySlug": null
        },
        "agent": null,
        "layer": "document",
        "agents": null,
        "matchId": "4507577d-c34c-4d3d-8008-a5fa56f0b789",
        "evidence": "Peter Huntsman (Chairman & CEO); legacy directors Nolan Archibald and M. Anthony Burns; former CFO Kimo Esplin also quoted",
        "pageRefs": null,
        "priority": null,
        "whenToUse": "When governance or specific decisions are the core thesis",
        "confidence": null,
        "extraction": {
          "at": "2026-04-29 12:07:50.267697+00",
          "model": "unknown-legacy",
          "runId": null,
          "seconds": null,
          "promptVersion": null
        },
        "pageNumber": null,
        "whyItWorks": "- **Accountability needs a face.** Voters (shareholders, regulators,\n  journalists) act faster against people than institutions.\n- **Credibility rises with specificity.** \"The CFO has repeatedly missed\n  guidance\" > \"Management has missed guidance\".\n- It **pre-empts evasion**. An individual can be removed; an abstraction\n  cannot.\n- It **forces the target to respond personally** — and their defensive\n  response usually generates more attention for your thesis.",
        "antipattern": null,
        "cardinality": null,
        "narrativePurpose": null
      },
      {
        "tool": {
          "name": "Slide recipe: Cover",
          "slug": "cover-slide",
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          "bestFor": null,
          "canonId": "019df269-2a08-767d-9128-e7431e6fe8a3",
          "version": 1,
          "bodyDocId": "019df269-29e5-7738-b5fa-6892e5dc8e65",
          "description": "The first ten seconds. Build it deliberately.",
          "familyLabel": "slide-recipe",
          "categoryName": "Slide",
          "categorySlug": "slide"
        },
        "agent": "designer",
        "layer": "slide",
        "agents": [
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        ],
        "matchId": "dc1be222-636d-4548-ad57-eabf629c7884",
        "evidence": "title/headline: Supplemental Materials, image/logo: Starboard Value logo, image/logo: Huntsman logo",
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          "canonId": "019dd9e1-50ab-72d1-8afb-3ab0a38e32a8",
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        "matchId": "d948cb3b-d86e-4ece-9507-11dcd1be9e35",
        "evidence": "The table/data component comparing peer sets across different years suggests a 2x2 matrix.",
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        "whenToUse": null,
        "confidence": 0.7,
        "extraction": {
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        "whyItWorks": null,
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        "cardinality": "common",
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        "tool": {
          "name": "Waterfall chart",
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        "agent": null,
        "layer": "slide",
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        "matchId": "49feb35f-f9d7-4a85-bec1-2ed37d766877",
        "evidence": "The chart/waterfall-bridge component shows a waterfall chart.",
        "pageRefs": null,
        "priority": null,
        "whenToUse": null,
        "confidence": 0.7,
        "extraction": {
          "at": "2026-07-17 03:29:46.723527+00",
          "model": "or:meta-llama/llama-4-scout",
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          "promptVersion": null
        },
        "pageNumber": 8,
        "whyItWorks": null,
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        "cardinality": null,
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      },
      {
        "tool": {
          "name": "Waterfall / value bridge",
          "slug": "waterfall-bridge",
          "status": "active",
          "bestFor": null,
          "canonId": "019de52d-19c5-727e-8889-b0b361655fca",
          "version": 1,
          "bodyDocId": null,
          "description": null,
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        },
        "agent": null,
        "layer": "slide",
        "agents": null,
        "matchId": "bfb81f73-c289-4883-91c5-dcaebf386ae7",
        "evidence": "The chart/waterfall-bridge component shows a comparison of Adjusted EBITDA targets and results.",
        "pageRefs": null,
        "priority": null,
        "whenToUse": null,
        "confidence": 0.7,
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    "notes": "Supplemental proxy-fight materials (DFAN14A) dated March 2022, explicitly framed as companion to Starboard's 2022-02-28 investor presentation and as point-by-point rebuttal to Huntsman management's recent investor deck. Rhetorical spine is a repeating 'The Truth vs. Huntsman's Misleading Tactics → CHANGE IS NECESSARY' two-column motif that closes each of the six numbered sections (Failed Shareholder Commitments, Poor Capital Allocation / Textile Effects, Governance and Compensation, Financial Underperformance, Share Price Underperformance, Starboard's Past Investments). Heavy use of highlighted verbatim Peter Huntsman and Kimo Esplin CEO/CFO quotes from 2006, 2013, 2016, 2017, 2018 to expose broken promises. Stake % not disclosed in this particular document (Starboard filed 13D September 2021 per page 57). No sum-of-parts or explicit target price — this is a governance/accountability deck, not a valuation deck. Visual template is Starboard-standard institutional blue/red with underline-emphasis typography; dense but readable.",
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        "detail": "Pro-forma target $1,272M; actual $1,134M; missed by 11%",
        "metric": "2017 Adjusted EBITDA vs. 2016 Investor Day target"
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        "detail": "Acquired 2006 at $92M; promised $150M by 2008; only $97M in 2021 — 16 years to recover to starting level",
        "metric": "Textile Effects Adjusted EBITDA trajectory"
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        "detail": "$156M decline from $92M (2005) to -$64M (2011 trough) post-acquisition",
        "metric": "Textile Effects cumulative EBITDA decline"
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        "metric": "Adjusted EBITDA margin vs. peers"
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        "detail": "Huntsman 80% vs. Primary Peers 822%, S&P 500 417%, S&P Chemicals 411%",
        "metric": "TSR since IPO"
      },
      {
        "detail": "HUN 6.1x vs. Celanese 8.3x and Eastman 9.2x (Deutsche Bank, Feb 2022)",
        "metric": "EV/EBITDA multiple vs. diversified peers (2022E)"
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          "evidence": "The document concludes by emphasizing the need for change and accountability at Huntsman.",
          "position": 4,
          "isPrimaryArc": true,
          "parentBeatType": {
            "name": "Resolution",
            "slug": "resolution",
            "status": "active",
            "canonId": "019dd9b8-045d-703b-8dd7-e92aba3ba91b",
            "version": 1,
            "description": "How the deck ends. Required in 19/20 arcs. The exception (Sparkline) ends with new bliss which is functionally a resolution."
          },
          "alignedBlockIds": null,
          "matchConfidence": 0.9
        }
      ],
      "loops": [],
      "locked": true
    }
  ],
  "arcBeats": [
    {
      "from": 1,
      "to": 5,
      "label": "The Call",
      "description": "The document begins by critiquing Huntsman's management and calling for change."
    },
    {
      "from": 5,
      "to": 27,
      "label": "The Monster",
      "description": "The document presents a detailed critique of Huntsman's management and its actions."
    },
    {
      "from": 28,
      "to": 60,
      "label": "The Struggle",
      "description": "The document highlights the consequences of Huntsman's management's actions and the need for change."
    },
    {
      "from": 61,
      "to": 82,
      "label": "The Victory",
      "description": "The document presents Starboard's past successes and its proposed nominees as a solution."
    },
    {
      "from": 83,
      "to": 90,
      "label": "The New Order",
      "description": "The document concludes by emphasizing the need for change and accountability at Huntsman."
    }
  ],
  "loops": []
}