Company’s strategy definition

- 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

Assessment of operational, financial and human capabilities

- Utilization rate of productive assets
- Investment capability to new technological equipments
- Margin model and costs structure analysis
- Human capabilities and management skills

Business performance analysis

- Operating margin (EBITDA) and liquidity (cash flows)
- Understanding where value is created
- Bad costs reduction
- Financial metrics implementation (reporting, systems, KPI)

 

Change Conditions – Financial Management Advisory

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

Listening people
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.