Working with you
All our work brings a measurable benefit to the profit & loss account, strengthening the whole business and its value. We aim to boost motivation and confidence too, as clients learn and apply new approaches.
Transforming board performance
Challenge: To refocus the management skills, structure and experience of a board that were limiting growth but were key to the company's uniqueness.
We worked with the board to analyse and understand its roles and structure, using the Board Dynamics Frame Model (TM) . After reviewing the implicit strategy and we identified what was needed to achieve its ambitious growth objectives. A phased evolution was then developed allowing effective implementation of the strategy whilst reducing the dependence on key individuals, including the founder and Managing Director.
Our team made the implicit strategy visible, clarifying the issues facing the company. The Board was restructured and half the Directors replaced, enabling the company to better exploit its major growth opportunities.
Maximising value through flotation
Challenge: To create high value for investors from an early stage technology business operating in a defensible but sizeable niche.
Flotation povided the highest potential valuation. The critical need was to present the complex technology core of the company in a form that fund managers could relate to immediately in terms of product, market and returns on investment. As a result, the company floated with a market capitalisation of twice the value that had been discussed with venture capital investors six months earlier.
Moving up the value chain
Challenge: To enable a subsidiary of a blue chip multinational to maximise its potential and preserve its existence by moving up the value chain.
With strong internal competition from low cost regions we developed a medium-term strategy to move up the value chain whilst still allowing the subsidiary to meet its corporate targets. The business now has a strategy that allows it to increase both profitability and performance against corporate metrics thereby maximising its chances of survival.
Rationalisation of non-core activities
Challenge: To define and implement a strategy for the poorly performing Far Eastern division of a multinational.
A strategy was developed which recognised that each national element required a different solution. One business was transferred to a new company founded by the former local MD; another was operated to recover cash; the third was focused on major projects which could be taken over by a local distributor; the business of the fourth was transferred to a US subsidiary. The company maintained high value projects and credibility with a major reduction in overheads and management effort.
Maximising exit value
Challenge: To assist owner-founders in disposing of their company for maximum value, paving the way for retirement
We assessed the value and marketability of this niche business using our specialist knowledge of the sector and helped the owners shape the business to maximise market appeal. Using a systematic process we identified and introduced three potential buyers. The deal structure we devised delivered the target value and was highly efficient for both the buyer and seller. We supported both parties through the process from start to finish.
Understanding the value of technology
Challenge: To help a major Venture Capital investor fully understand and capitalise on its significant stake in a company with novel technology.
Starting with an audit of product development and links to the key business processes and structures, we identified significant shortcomings and provided an objective assessment of the potential for the technology. Our consultant was appointed to the board and took on an executive capacity, providing a vital bridge between the investor and the company. Understanding the technology allowed the investor to make more informed decisions.
IT as a strategic enabler
Challenge: To help a global professional organisation tackle technology & supplier barriers and put information to work as a competitive asset.
Our audit highlighted weaknesses in understanding the strategic potential of IT and in managing its procurement and implementation. After assisting the CEO to take ownership of change, we provided a 'virtual CIO', helping build a user driven IT team and leading implementation of new systems. Getting IT back on the board and management agenda as a strategic capability enabled the team to procure enhanced services with a 30% cost reduction, freeing up resources for investment in new membership benefits and communications
Innovative Company Sale
Challenge: To achieve the sale of a science-based business aligned to the owners personal requirements.
Boardroom Associates was approached via a sector broker with the opportunity to sell a highly specialised synthesis company on behalf of the owner-founder, based on our understanding of the sector and our experience of a wide range of deal structures.
Working on a success fee basis, we found three potential buyers with a strong business fit. The owner-founder, was involved throughout the process to ensure the essential personal chemistry was sound. Detailed discussions were held with two companies and an innovative partnership-to-sale deal struck that was highly cash and tax efficient for both buyer and seller.