A presentation to demonstrate how our company will assess and develop a roadmap for change in a company rescue scenario by spencer greening - spencergreening674@hotmail.com
7. The Team
Les Smith Business Development – Cost – Sourcing
Bill Collins Business Development – Special Projects
Spencer Business Development – Process
Howard Gray Business Development – Sales
Chris Webb Business Development – Lean
8. Starting point
Investor
Old Co
Target
Old Owners
New Co
Mezzanine Debt
Senior Debt
9. Day 1
Business model – What went wrong & what will we do
OLD COMPANY NEW COMPANY
1) Did not allow for contraction 1) Review requirements
2) Expensive leases 2) Strategy
3) Diversified 3) Risk
4) Control 4) Relocate (attract Funding)
5) Release non core business
6) Sales
10. Day 2
Financial control
OLD COMPANY NEW COMPANY
1) Finance 1) Cash Flow control
2) purchases 2) Purchase sign off
3) Tax 3) Tax planning
4) Transaction mapping
11. Day 3
Project planning
OLD COMPANY NEW COMPANY
1) Not following plans 1) Check process map start to
2) No standardization finish
3) Lack of understanding 2) Sign off milestones for projects
3) Ensure customer requirements
4) Product improvements
12. Day 4
Sales
OLD COMPANY NEW COMPANY
1) Organic 1) Create a customer hit list
2) Not targeted 2) Build a relationship
3) Not the best 3) Win contracts that are right
4) Implement a full CRM system
13. TAX
Only complete transactions that make economic sense
Map losses back to ensure correct tax route and prevent future losses
14. Metrics
Are they right.
OLD COMPANY NEW COMPANY
1) Are the Metrics Right 1) Right metrics
2) Are they achievable 2) Focused
3) Are there too many 3) Short term
4) Mid Term
5) Long Term
15. Improve
From day one improvements
can be made. During the early
stages of the business recovery
effort business improvement
projects will be identified,
prioritised and implemented to
reduce waste.
We will not attempt to eat the
elephant.
16. Sale
Exit Scenario
Investor – Realised profit
Old Co
Old Owners
Realised value
New Co
for sale
Mezzanine Debt - Paid
Senior Debt - Paid
17. Current Projects
Table IP A Dyson fan style Sales improvement
Interest from turbine projects.
Virgin Recycling system
Air Lingus
Air Canada
Qantas
To provide a complete turnaround service for banks and other institutions, from lead generation to sale, or return on investment.
19th – 21st century boom and bust era’s.Waves of Merger and acquisitions and halted by legislation & economic turmoil.Along side Boom and bust cycles.Start of another cycle.
Market cycle
Bank liquidity and capital adequacy rules– Banks forced into short term reform quickly for long term stability.Strengthening balance sheet – have too many risky assets – hence the sale of Private equity armsPrivate equity groups could spear head next cycle
Recovery cycle – we are starting to see a strong recovery in the jobs market for bothAutomotive and Aerospace industries.
Personal Drive – Good Team Discipline – Work ethics more like business owners than employees
Team attributes
Align purchase with exit strategy – Coopers & Lybrand - manage incapacityInsolvency practitioner + Financial Engineering + Future plan = Successful sale.
Companies grow during the good times allowing little space for contraction often taking up leases that are only good whilst work is available.Diversify into areas where they cannot compete.Loose control of costs and cash flow.Directors loan accounts out of control leaving large debts.
Loose control of costs and cash flow.Directors loan accounts out of control leaving large debts.Make manager more aware of tax and legal issues
Ensure customer satisfaction is met in full and on time – Cost – weight – quality.
Customer relationship is critical to growth – so is winning business that is deliverable and right for the bussiness.
Employ a Tax strategythat will empower managers with tax & Legal knowledge – this could save 5-10% on bottom line
Example:- Is turnover a good metric for a wine company – Assets worth more with ageStatements like “right first time” are often seen without any instructions on howStatement : short term metrics alone will divert attention from the overall strategy