OPERATING PARTNER TO INVESTORS AND MANAGEMENT TEAMS

Challenges For Investors

Need to complement deal sourcing selection, negotiation capabilities… With Operating Capabilities

Due Diligence only provides insights on the past. Need to shift focus to Operational Excellence for real Value Creation

Inability to get timely and accurate business intelligence to monitor and support performance

Portfolio companies have needs and expectations beyond capital

CLEAR NEED FOR OPERATING PARTNER TO INTEGRATE WITH INVESTORS IN THE DEAL LIFE CYCLE

The Deal life Cycle

ORIGINATION

Target search Identification
Add-on strategy
Sectorial expertise
Cold calling, Benchmarking
Research & Business case

TRANSACTION SUPPORT

Diligence & financial case
Negotiation
Data room
Valuation
Deal Structure & Capital
Structure optimization

GROWTH PHASE OPERATING PARTNER

Operational excellence
Business development & BD FP&A
Sharp analytics, Accurate Timely MIS
Corporate Governance & compliance
Back room efficiency & efficacy
Automation & Elimination of NVA
People, Process, Technology
Systems Audits & Tools
Cost excellence, Supply chain
Cash flow planning & optimization

TRANSACTION SUPPORT

Diligence & financial case
Negotiation
Data room
Valuation
Deal Structure & Capital – Structure optimization

EXIT

Buyer identification
Negotiation
Data room
Valuation
Deal Structure & Capital Structure optimization

Challenges For Management Teams

Inability of portfolio companies to strategize, plan & execute well

Success & value creation dependent on operational execution, margins & scale

Individual Companies Often Not Large Enough To Afford Senior High Caliber Management

Limited CXO Focus / Bandwidth. Multiple Priorities/Lack of Capital for Growth

Stagnating Sales, Margins/Cash at risk, Recurrent target miss

Reacting Too Little Too Late - Not able to monitor delays or cost overruns in key initiatives. Overlooking early warning signs of risks in remote sites, ongoing business transactions

External providers typically provide only recommendations but if not executed well, limits the benefit

Value Creation Levers

01
Expand to New Markets, Find JV Partners, Acquisitions, Operational Integration
02
Risk Monitoring & Mitigation
03
Organization Excellence, Performance Management
04
Planning, Forecasting, Financial Clarity MIS & Dash-boarding
05
Go to Market Strategy and Execution, Commercial Excellence, Drive Growth
06
Supply Chain Optimization, Asset Mgmt & Cost Reduction
07
Lean, Six Sigma Tools
08
IT Diagnostic, Rationalize & Optimize Legacy Systems

VALUE CREATION

Higher Multiples
Liquidity
Easier Exits
Market Value