Growth Plans . Acquisitions . Joint Ventures . Financing . Due Diligence . Negotiation

Sustainable growth is not easy. It requires research, detailed analysis, wisdom, perseverance and realism. Discerning “good” growth from “best” growth is challenging at best, whether organic growth or growth by acquisition, given inherent uncertainties and risks. Growth discipline is usually central to the success of an organization. However, the skills and expertise to identify the “best” growth strategies and opportunities, to evaluate alternatives, to acquire, merge or partner, to finance growth opportunities or to implement smooth transition or integration plans are often not housed internally in many organizations, and very seldom in smaller organizations. 

Careful planning, evaluation and execution of growth activities with the proper expert guidance is necessary as companies often don’t get a second chance to mess this up. Acquisitions and related due diligence, negotiations and agreement making can be very complex and are not for the faint at heart.

Service Overview

Growth Strategy Development

Year after year, CEOs cite driving growth as their top priority. However, research shows that as many as 80% of all companies will fail within their first 18 months—underscoring just how difficult it is to develop and sustain a profitable growth engine.  Numerous challenges can derail a company’s strategy, from poor opportunity identification to unsuccessful implementation. Each company’s methods for avoiding these pitfalls are unique, and we are poised to help you realize your company’s own vision. We offer extensive best practice-based expertise and tools to help you evaluate, prioritize, and pursue your company’s universe of growth opportunities.

Mergers & Acquisitions

We provide leadership, advice and support through any or all phases of the M&A process. We are not telling you something that you don’t already know, but M&A activity can be very complex and is not for the faint at heart. There are plenty of important details that must be taken care of between an initial introduction and the closing table.

There are often further critical details after the closing, including communications, transition and integration. Experience counts. Details matter. We are equally capable and experienced at fronting your acquisition efforts as we are at advising and supporting your team from within.

Financing

Success in achieving growth and pursuit of lucrative investment opportunities usually requires additional capital. Raising equity or debt or hybrid forms of financing requires financial, capital market and commercial expertise and relationships. We bring wisdom and experience from many project and corporate financings to the deal table on your behalf.

Partnerships, Joint Ventures & Alliances

An often overlooked growth or business opportunity comes in the form of investing alongside and working with others. Very often a partnership, JV or alliance can bring synergistic skills and relationships and enable two or more companies to do together what neither could do on their own due to investment or management requirements or risk exposure. These mutual business relationships need careful structuring, understanding, agreements and built-in processes to ensure they flourish and function as intended. We have been involved in various structures and forms of business relationships across several industries and countries and we offer the benefits of that experience to our clients.

Coordination of Acquisition Process

We are often engaged as the quarterback of a client’s acquisitions, bringing leadership to the process and coordinating internal subject matter experts through detailed due diligence, structuring, negotiation and closing of deals. We don’t know your business as well as you do … but we do know about acquisitions. The combination of your deep knowledge of the business and acquisition expertise is required to conduct successful acquisitions.

Growth Implementation & Transition Plans

Many failures of growth strategies, acquisitions and partnerships are a result of weak planning of the integration and transition or from poor execution after the event. Many issues can be avoided by proper planning and supportive advice from advisors who have been through the same experience from start to finish many times over.