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Welcome
Introduction
Incubate Advisory
Team
Workshop Part 1: Business Turnarounds
Workshop Part 2: Investment Deal Breakers
Agenda
Incubate Advisory
Acquisitions
Due Diligence
Investment Opportunities
Growth
Management Services
Strategy
Board Services
Exits
Sales Mandate
Exit Preparation
Our Team
SHAHID A. BALOCH
DEBT STRUCTURING ADVISORY
SPECIALIST
BRAD MCMECHAN, CPA, CA
PARTNER
HEAD OF ACQUISITIONS
ARA SAHAKIAN CPA, CA
MANAGING PARTNER
HEAD OF EXITS
KHALED MERSI
PARTNER
HEAD OF GROWTH
BUSINESS TURNAROUNDS
• Understanding the external environment/market dynamics (Customer Survey, SWOT, Market Research, etc.)
• Vision, mission, and values
• Focused growth strategy
• Office of Strategy Management
• Implemented Strategy maps and Balanced Scorecards
• Culture of focusing on strategic priorities, performance-based, team
“Alignment means creating consistency between all activities of an
organization and its strategy.”
Michael Porter
The Key To Get There (The Process)
STRATEGY MAP
Increase	Bank	Profitability	to	
????
Increase	Cost	
Efficiency
Diversified	Income	
Generation
Consistently	Grow	
Revenues
Increase	Assets	&	
ROA
Develop	and	introduce	innovative,	Shariʼah	
Compliant	products
Aggressively	expand	the	business	
geographically
Develop	alternate	delivery	channels	and	strategic	
alliances
FinanceClientPeopleInternal	Process
Personalized	Relationship	
Advisory	Solutions	&	
Recognition
Full	Range	of	Innovative	
Islamic	Products
Excellent	Services	
Speed	/	Reliable	/	
Flexible
Convenient	Access	&	
Prestigious	Lounges
Research	Client	Needs
Build	Product	
Development	Capacity
Diversification	of	Islamic	
Focused	Products
Expand	Locally	and	
Regionally
Prepare	existing	
infrastructure	to	support	
regional	expansion
Effective	Market	/	Client	
Segmentation
Trading	Subsidiary	in	GCC
Enhance	Call	
Centers
Build	Agent	
Network
Enhance	Electronic	
Channels
Develop	Alliances	to	
Fill	Gaps
Build	Professional	Organization	and	Drive	Excellence	to	be	an	Employer	of	Choice
Implement	
Competitive	Comp	&	
Rewards	Program
Attract,	&	Retain	Top	
Talent
Empower	&	Engage	
Employees
Enhance	Innovative,	
Learning,	Client	Focused	
Culture
Development	&	
Training
Risk	Mgmt
X-Sell
Develop the
Strategy
Translate the
Strategy
Align the
Organization
Plan and Fund
the Initiatives
Review the
Strategy
Evaluate &
Adapt the
StrategyStrategy
Management
Cycle
• Strategy Maps
• Balanced Scorecards
• Communicate Strategy
• Cascading
• Align People
• Align Incentives
• Align structure
• Align Culture
• Build key initiatives
• Prioritize portfolios
• Fund initiatives (Stratex)
• Strategy Review Meetings
• Performance Analysis
• Mission, Vision
• SWOT Analysis
• Financial Forecasts
• Update strategy
• Strategy Analysis
A Focused Approach on Strategy Management Cycle
Introduction to Strategy Execution
Business Results = Strategy + Execution
Mission / Vision
Strategy Maps
Strategic
Communication
& Strategic
Alignment
Balanced Scorecards
Performance
Monitoring
Monthly / Quarterly
Strategy Reviews
Strategy Execution & The Strategy Maps
BALANCED SCORECARD
Measures, Focus and Align
TARGETS & STRATEGIC INITIATIVES
What are the priorities
MISSION
Why we exist
VALUES
What’s important to us
VISION
What we want to be
STRATEGY
Our game plan
PERSONAL OBJECTIVES
What I need to do
STRATEGIC OUTCOMES
Satisfied
SHAREHOLDERS
Delighted
CUSTOMERS
Efficient and Effective
PROCESSES
Motivated & Prepared
WORKFORCE
STRATEGY MAPS
Translate the strategy (into operational terms)
Strategy
Execution
Business
Results
• To set direction and priorities
• To get everyone on the same page
• To simplify decision making
• To drive alignment
• To communicate the message
Why Do You Need a Strategy in Place?
• Writing the plan and putting it on the shelf
• Lack of understanding the environment
• No full commitment
• Not having the right people involved
• Unwillingness or inability to change
• Having the wrong people in leadership positions
• Lack of focus and resources
• Focusing on results not the process!
Why Strategies Fail?
Execution is The Hard Part of Strategy
“Only 10% of well-formulated strategies are actually carried out well.”
According to a study cited by Kaplan & Norton
“82% of Fortune 500 CEO’s feel their organization is effective at strategic
planning. Only 14% indicated to be effective at implementing the strategy.”
Forbes Magazine
GROWTH AND EXIT
When a company witnesses such a growth, one option will be to EXIT
DEAL BREAKERS
Deal Breakers
• Unrealistic	Expectations	of	Valuation
• Non-Disclosure	/	Misrepresentation	of	Material	
Items
• Weak	Finance	Function
• Lack	of	Management	Team	/	Succession
• Other	Common	Issues
1
8
• Number in Mind
• 'Hockey Stick‘ Forecasts
• Accounts audited by a third
tier auditor
• Talking to wrong buyers,
or only a single buyer
Solutions
✓Get a valuation
✓Understand multiples – X times EBITDA
✓Achievable and supportable projections (“under
promise and over deliver")
✓Have accounts audited
✓Create competitive tension
Unrealistic
Expectations of
Valuation
1
9
• Issues WILL come out
• Hiding issues (even small things or historic events)
• Misrepresentations of material facts
• Destroys confidence and trust
Solutions
✓Open, consistent and predictable – creates trust
✓Over-disclose rather than under-disclose
✓Get data room organized
✓Confront a strategic weakness head on, discuss with advisor
Non-Disclosure /
Misrepresentation of
Material Items
2
0
• Accounting policies not being followed – Revenue Recognition
• Untimely reporting
• Poor controls - fraud
• Unreliable financial information
• No push back, Yes sir
Solutions
✓Hire qualified accounting staff – CA, CPA, ACCA
✓Hire approporaite level of staff, not just a bookkeeper
✓Engage a reputable auditor, they are NOT all the same
✓Outsourced CFO
Weak Finance
Function
2
1
• Owner essential to business
• No management team or succession in place
• Customer relationships depend on owner / not contracted
• Owner focusing 9-12 months on sale process
Solutions
✓Make yourself redundant, move to Board
✓Hire independent manager, have succession plan
✓Systems & processes, document key aspects
✓Get contracts signed
✓Free up resources
✓Agree to transition period post sale
Lack of
Management Team
/ Succession
2
2
• Customer concentration
• Related party transactions
• Personal expenses, employing family
• Large amount of cash transactions
• Ongoing litigation
• Large accounts receivable or inventory balances
• General lack of housekeeping, poor or inaccurate records
• Minority shareholders
Solutions
✓Diversify revenue actively
✓Remove non-business assets & expenses
✓Collect overdue debts
✓Clean up ahead of time
✓Purchase minority shareholders’ interest
Other
Common Issues
2
3
• Different type of investors
• Angel / Venture Capital
• Private equity - MBO
• Strategic
• Individual / Peer to Peer
• Investor motives
• Deployment of funds
• Strategic - expansion /competition
• Other
• What investors look for when acquiring a business
• Returns
• Industry/sector focus
• Strong management - succession
• Ability to grow – scale up
• Mitigation of risks
• What can you do to mitigate the risks?
Understanding the
Investor Mindset
2
4
• Ideal when preparing a business for sale
✓Proactive
• Augments internal resources
✓Expertise & experience needed to complete the transaction
• Highlights deal issues before they become deal breakers
✓Identifies & addresses risks early in the process
✓Skeletons in the closet, no surprises
✓Provides time to mitigate risks
• Maximizes value by providing a transparent, objective &
credible view of the business
✓Improves accuracy of the historical and projected financial
information
✓Gives potential buyers comfort and transparency before
investing
Sell-side
Due Diligence
2
5
• Maximizes value by identifying adjustments that positively
impact EBITDA
✓Potential acquirers only negotiate negative adjustments
• Gives opportunity to be in control of the process
✓Minimizes negotiations
✓Accelerates time to close
Sell-side
Due Diligence
26
✓Formulate a Strategy and Execute it
✓Strategy is a Continual Process Strategy
✓Can‘t turn your business around without a Strategy
✓Time is never on the seller’s side, preparation is key
✓Realistic valuation
✓Due diligence is crucial, buy side & sell side
Summary
27
QUESTIONS ?
Khaled Mersi
Partner
M +971 55 104 4340
E khaled.m@incubateadvsory.com
T +971 4 392 9535
Brad McMechan
Partner
M +971 50 551 6241
E brad.m@incubateadvsory.com
T +971 4 392 9535
THANK YOU

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