Consutant, Advisor, Coach
“Helping corporations grow sustainable value”
Several companies have requested confidentiality in regard to our cooperation, therefore not all of them are cited below.
Missing companies areas of operation: Public transportation, Venture Capital, Semi-conductor. More to come soon.
Innovation is necessary to be successful in the emerging markets. Selecting a professional coach with successful track record within multiple industrial sectors is a good strategy to consolidate the value proposition of the company:
One of the tasks of the external consultant is to ensure people stay on task and speak about relevant topics. While the management still keeps the lead over the business, the coach is helpful when power dynamics are at play.
Using an external power brings more authority to engage the first move for strategic planning, set the plan and follow-up.
The consultant is here to assist in the implementation of the changes required. Reach your preferred partner today to understand what can be brought to your organization.
Streamlining the company’s strategy, making sure the plans are aligned, identifying the right challenges are of critical importance. This statement is true for any corporation. However, within SMEs the echo resonates differently due to a permanent focus on day-to-day operations and more intimate relationship between the managers.
The assistance of an external advisor brings the power of neutral observations. Not a friend, not a family relative or not members of the management team have the unbiased objective view on the company. Take advantage of the consulting experience to ask the right questions, go to the heart of the issues without worrying about getting into personal discussions with relatives.
Request assistance to raise issues, formulate plans, and engage and follow-up to the success.
• Challenge the business model
• Analysis of the process of value creation
• Revision of the Corporate Strategy
• Market definition
• Understand the value chain
• Definition of the sales channels
• Identification of the main drivers of performance across business areas
• Competitive analysis
• Develop deal structures, term sheets
• Secure stakeholder and management approval for business cases
• Geo-strategical trends
• Due diligence
• Quality management structuration
It is common to observe that the M&A process is often bound to the financial, commercial and legal aspects of a company.
In the case of a technological company, intangible assets may represent up to 85% of its value. Between the claim and the reality, where is the truth ?
The intellectual property aspect as well as the fundamentals of the purpose of the company is usually hidden somewhere outside of the spreadsheets, for better or worse.
Request assistance for the due diligence of a technological company.