- Review of the business model: value creation for customers, efficiency of the organization, profit equation
- Trend and evolution of the market and the related industry
- Product and price competitiveness analysis
- Growth policy and corporate governance
- Utilization rate of productive assets
- Investment capability to new technological equipments
- Margin model and costs structure analysis
- Human capabilities and management skills
- Operating margin (EBITDA) and liquidity (cash flows)
- Understanding where value is created
- Bad costs reduction
- Financial metrics implementation (reporting, systems, KPI)
What we see
The current company position will differ from the future market conditions.
The solutions from the past don’t solve current problems anymore.
People naturally are change averse.
Inside people don’ t lead the way for change (management vs leadership)
Human capital is not optimized, systems and processes remain too complex (lack of efficiency).
M&A success is still an exemption.
New ERP implementation (in listed corporations mainly) is monopolistic, not flexible and costly (but it looks like Big 4 they must take it!).
Conclusion: improvements opportunities are significant.
What we do
Performances improvement (Ebitda and cash flows)
Post deal – Integration post-acquisition (IFRS, synergies, optimization)
Strengthening the financial management (technology, efficiency, management style)
Supporting Managing Director to face liquidity crisis (restructuring)
How we do
Measuring the capabilities of the business scope dedicated
Assessing the management style
Analyzing company vs industry benchmarking
Since 2015 we have been executing assignments for many industries in constant evolution: aerospace, renewables energy, services, blasting, manufacturing for a standard duration from 3 to 6 months.