100 Days and Beyond

Principals of successful Carve-out starring Rajib Arjun

Dudley Peacock — Mon, 29 Aug 2022 13:00:00 +0100

Welcome to another episode of Hundred days and beyond with Rajib Arjun. He is a partner and chief operating officer at Altius strategic consulting. Rajib is an accomplished operation and technology executive with more than 20 years of success across the technology, telecom, communications, private equity, and manufacturing industries. He has extensive experience in enabling growth and executing EBITDA value capture. His broad area of expertise includes m&a, complex Carve-outs, cost optimization, technology-enabled business processes and emerging markets.

Background

Rajib received his Bachelor of Technology from the National Institute of Technology and his MBA from Devi Ahilya University. He has also studied executive and general management at the University of California Walter A. Haas School of Business.

Rajib has held leadership positions at many private equity funds like PwC and Tata Group. He was responsible for 60% of the growth within Tata for three years, resulting in a $150M portfolio of business. Rajib continues to create working relationships with C-Suite executives and has successfully led complex multi-year client engagements in private equity, VC, hi-tech, telecom, manufacturing, retail, healthcare, and international trade.

Carve-out and Strategic consulting

Altius strategic consulting claim velocity, precision and expertise.

Rajib mentioned that the idea behind this is that if the company was engrossed in a problem they would have the best team on work and deliver it in the shortest possible time, driving the highest impact.

Rajib and his team have codified the science and art of doing Carve-out into the set of technology-enabled management consulting practices. Looking at the offer and aspects of people and technology, they deliver the entire experience within 100 days to their client. The key operating work is Velocity.

Rajib Arjun notes six components that allow them to deliver to the client in a software consumable manner.

1. Alignment with investment.

2. Understanding the components that the business needs to be stood up separately.

3. Target operating model and requirements with a prebuilt and time-tested point of view.

4. Relationship with hardware, and software providers and system integrators that can hit the ground running.

5. Sourcing, the ability to work with software, and hardware vendors without wasting time

6. Programme management services.

Team Management

Rajib has built teams with 3 distinctive experiences to be able to deliver the right value to the clients.

1. People with strong consulting experience

2. Individuals with extensive industry and functional expertise such as finance, HR, procurement or pharmaceutical industry experience.

3. Project program managers involved in large-scale transformations.

“The historical context of delivering consulting using linear solutions is dead. We are in an era of non-linear solutions, delivering outcomes in a finite time. That's the era. To do that profitably in an economically viable manner, technology is going to play the key role”

-Rajib Arjun

For more important factors, tune into the podcast.

Connect with Rajib Arjun

LinkedIn: https://www.linkedin.com/in/rajibarjun

Website: https://www.altius.us/

100 Days and Beyond M&A Post Merger Integrations

LINKS: http://mergerintegration.co.uk

http://www.100daysandbeyond.com

http://www.skilfulpursuit.com

Outlook on electronic assets integration starring Rupak Ghose

Dudley Peacock — Mon, 29 Aug 2022 03:30:00 +0100

Welcome to another episode of Hundred days and beyond, with Rupak Ghose. He is an enterprise software scale-up COO at Galytix, Building LEGO & Early Warning Systems. He is a thought leader in FinTech.

Rupak regularly appeared in leading publications & on awards for top trading and tech executive. Led industry consortium projects with senior management of banks. Generated 250% shareholder return (8x broader U.K. market) and exit valuation of $8bn for NEX/ICAP shareholders from 2012-2018. Worked directly with Board including founder CEO as head of corporate Strategy (also M&A and Investor Relations). Assisted integration of electronic assets into the largest exchange group in the world.

Background

Rupak was an equity research analyst for 13 years, looking at a lot of M&A from the perspective of shareholder value. Then he had his second job at a company called ICAP as a head of corporate strategy. After that, he led an industry consortium, working for some industry bodies. And now he is in scale-up land with 130 employees, four, five different locations globally selling enterprise software SAS to systemically important banks and insurance companies.

Integration of electronic assets

Rupak says that if you think about digital assets, you think about blockchain or crypto, whereas electronic is sort of web 1.0 web 2.0. He has worked in ICAP having a voice broker business that used a lot of technology platforms with some pure electronic platforms as well. They had a large technology budget for it. He thinks that the most valuable business is selling your electronic assets. You run electronic trading platforms. The difference between the two is, that you had people in sales, business development and finance. The brokerage business is more of a people’s business. But you don’t have the client-facing sales guy selling the technology platforms, optimization or post-trade tool like a SAS product.

M&A Integration strategy

Pre-deal or post-deal, everyone tries to find a way to work together to get joint highest possible value.

Rupak shared a few strategies for M&A integration:

- When you are acquiring an asset from a savvy seller, you want them on the board and have some incentive around it.

- The Incentive structure is really important. It’s about understanding the incentive motive's culture.

- With the constant shift in the market, you need to negotiate as hard as you can with M&A.

- You need to minimize your downside, and share as much of the upside so you need to give them an earn-out generously and the upfront as little as possible.

- You need to structure it in a non-binary way.

To know the whole inspirational journey of Rupak Ghose, tune into this episode.

Connect with Rupak Ghose

LinkedIn: https://www.linkedin.com/in/rupak-ghose-53084743

Website: https://www.galytix.com/perspectives/banks_must_act_on_their_early_warning_systems_or_risk_ROE_downturn

100 Days and Beyond M&A Post Merger Integrations

LINKS: http://mergerintegration.co.uk

http://www.100daysandbeyond.com

http://www.skilfulpursuit.com

The role of communication in business starring John Farrell

Dudley Peacock — Wed, 24 Aug 2022 21:00:00 +0100

Welcome to another episode of 100 days and beyond with John Farrell. He is an accomplished business leader and executive director within a large multidisciplinary contracting organization. John has gained an impressive experience with business growth, M&A, turnaround, profit improvement, and value release in high paced environments across sectors including M&E, utilities & energy, construction, facilities management, and environmental services. Having gained success by securing significant growth in long-term framework and major project opportunities from bid through to successful delivery.

Background

John now works in the ranks of operational roles and in large-scale infrastructure business utilities focusing on people, large projects, big contracts and big customers. Through this he’s gotten a broad spectrum of business management from the front-line delivery to managing P&Ls and eventually M&A. John, later on, got involved in turnaround. He has also been a part of PLC as a managing director and a member of the executive team in the local government within M&E. He then went into SSE, a massive energy provider.

Value creation

John says that the value of a business is maintaining the assets around its long-term customer relationships and contracts. Contracting organizations have long-term contracts with people. If you win a contract from another competitor, you bring the workforce and they move across to you. Hence allowing you to introduce change within a workforce. When you have the cycle running continuously - you educate your people around your target operating model and how your business is moving forward with innovation, this is what makes your company highly acquisitive. Which is why you've got to create a line through that by bringing people along the journey and making communication a priority. The more you can set up a team that becomes an advocate for change, the more effective your program and post-deal integration will be. Few important key points to help while going through an acquisition integration are:

1. Discussion with customers in the due diligence process.

2. Looking at the business history of delivery thinking & their engagement with customers.

3. Maintaining your customer base is the absolute key.

4. Approach your target and eventually nurture your business development team.

5. Getting engaged with every stakeholder in the business at a senior level.

6. Being mindful and having a well-built risk management team setup.

John Farrell is a consistent advocate in the creation and ongoing development of high performing teams and individuals to drive success.

Connect with John Farrell

LinkedIn: https://www.linkedin.com/in/johnfarrellent

100 Days and Beyond M&A Post Merger Integrations

LINKS: http://mergerintegration.co.uk

http://www.100daysandbeyond.com

http://www.skilfulpursuit.com

Advantages of Elearning/ Digital Skills and Business Starring Robin Adda

Dudley Peacock — Mon, 22 Aug 2022 06:00:00 +0100

Welcome to another episode of In hundred days and beyond with Robin Adda. He is a thought leader, entrepreneur, CEO of EdTech barefoot eLearning and essential digital GA skills gap by providing IT and soft skills eLearning to training center and businesses.

Background

Robin has studied law degree, went into accountancy followed by strict guidance of parents. Then he moved into corporate recovery running a business that failed, as his first experience in managing business. He decided to get a job in investment bank and from a large company corporate finance, he moved into a small M&A department. He later on moved to word pressing/IT through a friend, which was his first company.

Barefoot eLearning

Robin Adda has a company called Barefoot eLearning. The concept behind it is very interesting. People having issues in their computers, printers or Venuses which they couldn’t fix on their own, so they’d call them. The concept is basically to give them level support. So they run different courses called Barefoot engineers to create a hero in each department. It is like the initiative in China ‘Chinese barefoot doctors’ who trained people to be barefoot doctors going round the communes teaching somebody in each location the basics of medicine to help sick people get better until it was an incurable disease.

Transition in M&A

Robin thinks that It's very difficult because when you run your own business, you are your own boss. When you sell the business, you are no longer the boss. What he personally don't like is to see people come in and eliminate your brand, put in their brand as if you didn't exist. He felt more sad about the fact that they didn’t recognize the value. Robin says that if business is successful you need the key staff to stay in board. Hop on to the episode to learn some brilliant aspects of Advanced technology.

Connect with Robin Adda

LinkedIn: https://www.linkedin.com/in/robinadda

Website: www.barefootelearning.com

Facebook: https://m.facebook.com/barefoot_elearning

100 Days and Beyond M&A Post Merger Integrations

Technology and Integration starring Vladimir Cordier

Dudley Peacock — Wed, 17 Aug 2022 00:00:00 +0100

Welcome to another episode of 100 days and beyond with Vladimir Cordier. He is a results oriented and hands-on implementation and transformation technology professional with over 20 years line operations consulting and international program management. He also has experience in the IT and business within senior technology roles in large corporations, specializing in addressing the needs and issues clients encountered during their digital transformation.

Background

Vladimir started his career in telecoms as a support engineer for a big company and then he move into project management. He has worked in industry for a lot of big companies for 17 years as a senior management looking at their IT strategy and plan the implementation of those projects and delivering them. He stayed on the ground for 3 years doing most of the projects in PMI, where he got into integration. He involved in ERP and business management systems.

Hundred days plan – PMI

Few key things revealed by Vladimir Cordier are as follow:

The first and most important factor is all Planning. Make sure right talents stay on board Start a month before signing the contract on the buyer side and paint the picture.

Integration blueprint will be a live document which will live couple of months after the day 1 and the 100 days.

You need to get the synergies by not losing the momentum

Communication and connection with clients, suppliers and everyone is very important. Assure them that things will remain the same.

Merge your emails and websites.

Make a priority list of the systems that need to merge, that are needed to be removed and replaced.

You need army of consultants to keep your operations running and do things well. It’s all about planning and surrounding yourself with people who have done it before.

Vladimir Cordier has led over 100 global projects and programmes, managing over 150 virtual team members across more than 30 business units. Heis French bilingual, Prince 2 and Scrum Master certified. He is author of the “50 Golden Rules of Project Management” book. These were a few of the factors. Tune into the podcast to know the rest of his brilliant journey.

Connect with Vladimir Cordier

LinkedIn: https://www.linkedin.com/mwlite/in/vcordier

Website: http://www.bearingpoint.com/capital

100 Days and Beyond M&A Post Merger Integrations

How to make a successful M&A deal starring Liam McGreevy

Dudley Peacock — Mon, 15 Aug 2022 07:00:00 +0100

Welcome to another episode of Hundred days and beyond with Liam McGreevy, who is a co-founder, director and CEO at Elite growth, holistic herb. Leading into 11 years in the Agritech industry with exceptional knowledge across all areas of the production and distribution, assisting in building global supply chain. He is a progressive business manager and am market developer with 15 years of experience in sales and marketing, technical and compliance manufacturing and distribution operations as well as finance and business development.

Background

Liam McGreevy started his career as a science graduate working with RMC in an in-house laboratory, testing in the construction sector for 6 years. Then worked as a sales representative for distribution of water cultural equipment. Then moved to another employer who was setting up his business and they grew it rapidly with a lot of learning in that period. After that, he ended up in the medical side with the science background. He has worked with a number of companies across retail medical ingredient development raising money and doing acquisition.

Agritech – Agriculture Technology

Liam McGreevy says, it is as broad scope covering cultivation of vegetables into livestock farming on the technological side. He says, people don’t value farmers and do not understand the complexity of the process. Having the elements of risk like climate change, pollution, and waste materials, we need to balance things with right measurements and think reasonably for long-term sustainability.

Marketing strategy

Been working as a distributor for many years, Liam McGreevy thinks that to market a brand/product, it has to be able to deliver the right message with right price and right margin structure and right relationship with the supplier. Understanding the product is key as well.

M & A Integration

Liam thinks that whether you are on the Merger side or on the Acquisition side, there are two things.

1. You will look at the people and business teams, if they have similar end goals and right funding structure as you have.

2. And secondly, if the merged or acquired business has the ability to capture the growth. So he think on both sides, there has to be alignment of goals of mind-set and ability to work together. Liam has always been a hard worker and competitive person, played a lot of sports growing up. He has got the competitive streak at him and has the hard work ethics. His approach is to try and be really productive and stay fit and healthy within a certain time frame. He thinks that success comes from repeated positive habits and building them in life. These were few summarised points discussed in the episode with Liam Mcgreevy. To know more, tune into the podcast.

Connect with Liam Mcgreevy

LinkedIn: https://www.linkedin.com/in/liam-mcgreevy-5a808724

100 Days and Beyond M&A Post Merger Integrations

Links: http://mergerintegration.co.uk

All you need to know about financial consultancy and advisory services starring Craig Richardson

Dudley Peacock — Wed, 10 Aug 2022 19:56:00 +0100

Welcome to another episode of In hundred days and beyond with our brilliant guest Craig Richardson, who is director at PHD industrial holdings limited. He has spent 14 years working at KPMG undertaking corporate finance and due diligence assignments in UK as a chartered accountant.

Background

Craig went into four big county firms and spent 3 years auditing there. Then he moved to corporate finance mostly dealing with SMEs and business owners. After a number of years, he got involved in acquiring business for investors. He has an experience of over 25 years, advising owners on all aspects of growth, succession, acquisition, MBOs, finance raising, exit planning and strategic advisory. He has also lectured to leading banks on how to assess the competence of management teams.

Transition period from Finance corporate to advisory

Craig says, the transition doesn’t happened overnight. When you start audit in a company as a finance corporate, you go to business owners and ask them questions. The problem you face is that you don’t actually know what you’re supposed to know and what you don’t know. With the passage of time you start to realize what you should know and shouldn’t know. That’s the moment of confidence as an advisor. He says, it’s about being a mentor, advisor and quite often the management teams you’re dealing with. So the big transition is how the board table acts.

Leading banks – assessing the competence of management teams

In Craig Richardson’s view, to have a successful business you’ve got to have a successful model and a good management team. The trickiest thing is buying businesses without management team and recruiting team is much harder. So it’s better to get a management team but they are still coached by the owner on what to say and what not to say. Culture is very difficult in an acquisition and you’ve got to have a leap of faith when you buy a company. The key thing is to make sure that you only acquire the businesses with the biggest customers. Never to invest in a business that is reliant on one or two customers. It’s all about making sure that the value is in the business and not in the people. Craig raised first fund in 2008 with some money from clients with another 2 transactions lined up. Then over the next 3-4 years they invested in 4 others which were really eclectic with 2-3 real winners making a really good return. On the back of that, raising a larger fund, created 6 entities.

Integration

When we acquire a business after agreeing to the price and doing due diligence, to make it successful you need to keep few things in mind that are revealed by Craig Making sure the profit and cash generation of the acquired business will not go backwards. Only invest in the businesses that’s been going for a long time. The key thing is the margin and getting the right people involved as well, who have got the right experience from outside the company rather than self grown business owner. Craig Richardson has shared an amazing journey of sharing a lot of winning formulas These were a few of them. Tune into the podcast to know more

Connect with Craig Richardson

LinkedIn: https://www.linkedin.com/in/craig-richardson-70b61314

100 Days and Beyond M&A Post Merger Integrations

LINKS: http://mergerintegration.co.uk

http://www.100daysandbeyond.com

http://www.skilfulpursuit.com

Ways to make successful Integration and Separation in M&A starring Vicky Tallon - 100 Days & Beyond

Dudley Peacock — Mon, 08 Aug 2022 03:30:00 +0100

Welcome to another episode of Hundred days and beyond with Vicky Tallon. She is a Merger, Acquisition & Carve-out specialist for operational integration and separation. She is also confident, versatile & resourceful with excellent stakeholder engagement, a reputation for deal-speed successful results.

Background

Vicky Tallon has started her M and A career by working in KPMG consultancy. Then she worked for other big consulting firms and after that in the global compliance, project management, learning commercials, legal negotiations, commercial agreements, SLAs, and KPIs moving to the foreign office.

Stakeholder engagement

For Vicky, the thing about stakeholder engagement is all about people that drives or motivate them. She thinks that stakeholder engagements is one of the biggest things to make the deal success. You have to build trust with stakeholders very quickly to assure them that you have got their back. So she thinks that you have to create impact at the beginning and create a positive impact at the beginning with all your stakeholders to the point that they feel comfortable enough to go along with you.Communication is the absolute key and about senior stakeholders being very honest and open.

How is it like working with other practitioners?

Vicky says that if you are opposed to other practitioners then you need to be confident, versatile and resourceful enough to tackle the situation to be successful. Marketing yourself versus creating your own personal brand, you’ve got to be able to move, flex, and change really quickly, comfortably and safely.

Difference between Integration and Separation/Carve-out

As Vicky Tallon says, Both of these processes start on quite a similar track but go down differently. In integration, you have to do things very quickly around the time of the deal and the process is slightly long-term strategy whereas separation is operational process where you carve out s part of business to sale and want it to succeed. You try to separate the business without any damage to the carved out business.

Vicky Tallon is labelled as ‘great to fun with bringing energy and humor’. She thinks that In a very stressful environment people need to be able to breathe in order to make some key and important decisions for hundreds of other employees. She further on believe, When you are a professional integrator or a practitioner, you tend to be match fit for stressful difficult situations. Vicky Tallon has been an absolute great guest on our podcast today. Listen to the podcast to learn more.

Connect with Vicky Tallon

LinkedIn: https://www.linkedin.com/in/vickytallon

100 Days and Beyond M&A Post Merger Integrations

LINKS: http://mergerintegration.co.uk

http://www.100daysandbeyond.com

How to manage time being a multi-skilled PMI practitioner starring Harry Cowan - 100 Days & Beyond

Dudley Peacock — Wed, 03 Aug 2022 15:17:00 +0100

Welcome to another episode of Hundred days and beyond with our amazing guest Harry Cowan who is the CEO – Driving innovation and growth at power and water, Director, Board member, NED, coach and mentor, M&A integration and transformation, and Rugby Union Referee.

Background

Harry started his career as an executive and acquired a few companies facing a lot of cultural differences and difficulties. He learnt few skill on the way. He moved to the role of a professional PMI consultant and program manager and after that he became a chief executive of a boutique program management consultancy. His background spans construction, media,, broadcasting, financial services and aquaculture.

Good attributes of a professional practitioner

In this podcast, Harry has discussed good attributes of a PMI practitioner and few of them are as follow:

You need to be aware of the cultural differences and understand them.
You need to be bold enough to backup your analysis.
Do not promise the impossible, rather communicate with key reasons.
You should know how to deal with people.
Recognizing the intellectual capital that resides in the business being acquired is essential.

Interrogation

Harry Cowan interrogate the business teams including stakeholders, acquirer, sponsors and all. He thinks that it is quite important to know the summary of your business to understand the promises made of private equity, the objective and the drivers behind the acquisition. You should look a the realism of timeliness, looking at the business case and due diligence to figure out and do it. Harry developed a leadership program “leading at the edge”, inspired by Ernest Shackleton's expedition to the south pole. This program instils active engagement in management to support culture change and build high performing teams leading to successful navigation of very challenging circumstances. Being a Rugby referee has significantly influenced his leadership style, as this role required him to be involved, engaged and communicate without clearly instructing the players how to play the game. As a Referee coach, he mentored junior referees, two of whom have gone to referee at English Rugby Premier Level. These were few of the key factors told by Harry Cowan, tune into the podcast to know whole inspirational journey.

http://www.100daysandbeyond.com

Role of Technology and SAP in M&A and PMI starring Ashish Das - 100 Days & Beyond

Dudley Peacock — Mon, 01 Aug 2022 00:00:00 +0100

Welcome to another episode of Hundred days and beyond with Ashish Das, who is passionate for digital and technical work and intertwine into his career over many years. He also has expertise in strategy, business transformation, Merger and Acquisition and shared services.

Background

He has been doing growth and result oriented digital technology and GBS-shared services professional for over 20 years now and has global experience in IT enabled services industries in Europe, Asia and United States. He has deep transformation and change management experience through m&a, PMI, Carve-outs and divestiture and implementation of SAP.

Aspects of Advanced technology

Things have become so much efficient over the time. When Ashish started his career, the challenge at that time was the lack of data and information. They had to run printouts and pages of data to be able to get to something. But now, we are able to connect to an ecosystem outside and we get data and information to get answers to something.

Having so much capability today than 20 years ago is the biggest change he felt.

Role of technology is M&A Integration

The strategic purpose of technology for growth of business is finding efficiencies and bringing innovation. Technology is very closely linked with the business teams. We have to manage change and communication really well to make significant changes to get people to effectively and efficiently continue their lives.

Technology is the block step in with the business teams. Merger and Acquisition Integration does have a financial and technical impact in its system.

People management in Integration

To make the bridge between technology and people, you’ve got to love or learn to love things that will make things successful. Ashish thinks that you really need to communicate with people, understand the cultural differences and talk about their shared experiences around their culture.

In an integration, the change management around integrating the cross functional teams into our SAP is significant. We had to have a quick follow through plan for 12 to 18 months, so people will understand the prioritization and the things that they will get the tools and systems, and be able to work around that.

Change management and communication is critical as you work through teams. We do a quick work around or a quick stitch together.

Shared services and Post merger integration

As defined by Ashish, your ability to centralize and standardize a lot of your downstream or upstream processes and be able to run it from a dedicated team and applying technology to automate. Developing the processes as a capability that let an organization manage through cycles. You have to consolidate and find efficiencies in organizations , as every organization has a different life cycle. So a shared service sits right in the middle and allows an organization to go through transition effectively without reorganizing.

Implementation of SAP

Ashish wrote down these three sort of pillars to implement SAP

1. Looking at the cost side of organization, you can put it into the shared services to find the synergy. But, essentially, you need to figure out those cost efficiencies across people, process technology licenses and everything else.

2. Looking at how to run the business, what is the organization going to be or who is the decision maker. Does your technology and shared services capabilities support it or need redesigning. From technology perspective, we need to have conversation with business analysts and take it back to the decision maker.

3. Making sure to have right people assigned, so you need procedures, work flows, and the actual business model with lot of learnings.

Shift of technology to online world

Ashish says, shift is evident for all of us. The core project part of the organization is where you have to go back and look in the infrastructure of your technology stack and modernizing with the new components of consuming data or running analytics. You need to manage it delicately well aligned with business teams.

We continue to get better and better as we invest in our analytics, capabilities, logistics, supply chain, and planning system. We have seen a lot of transition and would continue to see that. This was some of the key information discussed by Ashish Das. To know the whole inspirational journey and more information, tune into the podcast.

Connect with Ashish Das

LinkedIn: https://www.linkedin.com/in/ashish-das75

100 Days and Beyond M&A Post Merger Integrations

LINKS: http://mergerintegration.co.uk

http://www.skilfulpursuit.com

Tips for successful Merger Integration and Acquisition starring Mark Sapsford - 100 days and beyond

Dudley Peacock — Wed, 27 Jul 2022 07:00:00 +0100

Welcome to another wonderful Episode of Hundred days and beyond with Mark Sapsford, who is the co-founder and partner at CapEQ, B corporation. He also has expertise in m&a, capital raising and finances.

Background

Mark started his career with Royal force moving logistics equipment around the world and negotiating fuel contracts for different airlines across the globe. For the going on 15 years, he is doing m&a essentially in UK. He has also been to New York, California, Calgary, Australia, South Africa, most of the Europe, middle east, Switzerland and China for his work. After all these years of work, his success started. He partnered with James Pew, the other confounder of CapEQ to set businesses up with their team and they went on to get certified as B-corps investing in four p’s:

1. People

2. Planet

3. Profit

4. Performance

They help people sell their businesses, and entities grow through strategic acquisition. They also incentivize people by sharing 10% of their profits at the end of the year between the whole team so they do the right thing for the client and the planet. Absolutely dry drill down as much as they possibly can on how much impact they have on the planet. Being working in different countries and cultures Mark Sapsford thinks that you need to be aware of the cultural differences, strengths and understanding dynamics in order to get things easy for you. SME and Business owner

Mark says, In small or medium enterprises, there comes a time when the CEO of the business start to plateau and is unable to take the business to next level. They need another skillset, which is one of the CEOs working at listed entities to grow it. They will take far more risks than a founder will because of the distinct mind-sets.

Value proposition

According to the perspective of Mark Sapsford, In Value proposition, you need to look around the world and identify the potential buyers. Shortlist the one who can bring the closest synergistic value and outreach them and send emails to every single one. Correspond with them to get their interest and get them come to the table. By doing the wider research and identifying buyers market and the buyer pool, you can shape who the buyers look like. Concisely drive the due diligence phase and do not allow the purchaser to have the upper hand during at that phase.

Buyer seller relationship in PMI and Capital raising

In Marks’s point of view, The seller always spend a lot of time with the buyer in the period of due diligence. The seller pushes the buyer to answer what does the first day, week, month or quarter looks like, to make the plan and making sure the stake holders are going to be looked after. Most buyers are pretty reluctant and gather lots of information in due diligence phase. The more you push the more you bring the attention to the acquired team making apart of their team.

They key thing here told by Mark is that if the buyer quickly empowers and take the team on-board with them, they will see the growth of that business really quickly and if not, then they will see the horrible drop-off in the productivity post acquisition. Similarly, Mark presume that in Capital raising, spending time with company that want to grow and understand the vision, how to get to market, buying staff and test the things out. Identify investors in market by doing complete market analysis and assessment and then go to the client. And similar to the selling side, look for right fit and ethos to get value . Correlation between integration As stated by Mark, In any investment, you give the internal team confidence and ability to go well. You need to be able to manage the expectation and work through how successful you are in doing that & investors will go with you on the journey and will make further investments. Communication is very important in integration.

What is CapEQ

Mark Sapsford and his partner confounded CapEQ. They are a team on 9, having a dedicated researcher, financial person, forensic accountant, writer, call dedicating team and 3 lead advisors including Mark and James. Mark believes that they do everything as a process and not as one individual. It’s a skillset they bring in working with client as a whole team. And he thinks that 10 years from now, the team will be little bit bigger. They will be accompanying and helping the clients in best possible way.

Connect with Mark Sapsford

Website: www.capeq.com

LinkedIn: https://www.linkedin.com/in/mark-sapsford-5034983/?originalSubdomain=uk

Twitter: cap_eq

100 Days and Beyond M&A Post Merger Integrations

Links: http://mergerintegration.co.uk