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    Execution | PE and Middle-Market Value and Growth

     

    Master Company Lifecycle | Lead/Manage Change | Solve Problems 

    Tailored for individuals who lead business growth, exit-transition, M&A, Private Equity, PE Portfolio Management and Founder/Ownership

  • Traditional PE value creation 'modus operandi' is now a commodity in the fourth industrial revolution - cost reduction is PE 1.0, financial engineering is PE 2.0, and 'best practice' is PE 3.0.

     

    PE 4.0 will require new value-creation capacities to solve difficult problems in ESG, digital transformation, performance, and talent management.  

    Different Stages for Different Results

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  • Tailored PE Value Creation Engagements


    Ranked in Top 10 Change Management Solutions by HR Tech Outlook Magazine (2019)
    Ranked #3 All Time 'Best in Class' Methodology by Inc. Magazine (USA)

    Who Will Benefit

    • Progressive thinking PEs with multiple Value Creation philosophy through engagement.
    • ‘Buy-to-Build' philosophy.
    • Internal growth building/operations management philosophy.
    • PE portfolio businesses with turnover between £1M - £50M.
    • PE with portfolio companies on 'Growth' side of the Company Lifecycle (either ‘Go-Go’, ‘Adolescence’ or ‘Prime’).

    Situation/Opportunity/Problem

    • Situation #1: PE Value Creation Consultant or portfolio business ‘existential crisis’ forced to invest effort, money and time ‘firefighting’ reacting to problems/challenges beyond capacity/ capability to control (abnormal problems/traps/prematurely ageing).
    • Situation #2: Opportunity to M&A or Exit-Transition and need to accelerate growth, scale, EBITDA or value creation (typical problems-opportunities).
    • Situation #3: PE Value Creation Consultant reactive to problems/ challenges beyond beyond capacity/ capability to deal with.
    • Situation #4: Using future focused and/or non customised change/growth solutions, which treat all businesses as equal when they are not (i.e. fast growth, stagnant plateau or disintegration/ turnaround).
    • Situation #5: Portfolio business transitioning from strategy/process/ technical optimisation to people/ performance optimisation (i.e. from Lean, Six Sigma and Agile process to leadership/management capacity and capability building engagements).

    Tangible Outcomes

    • Data demonstrating business results from using Company Lifecycle Methodology, +10% revenue growth after one year, +25% average EBITDA after one year and top quartile +43% growth in EBITDA after one year.
    • Balance entrepreneurial drive with structured management.
    • Multiply EBITDA in accelerated time scales (1-2 years).
    • Manage resource constraints caused by new opportunities and fast growth.
    • Identify root causes and resolving core problems.
    • Create 'Fast Track'/'High Growth' business practices.
    • Position business for year-on-year growth, new investment, trade sale or IPO.
    • Predict future problems to allocate resources.
    • One 'best in class' standardised process applies to any business, sector or industry.
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