WHO WE WORK WITH
Company size
Revenue of $50M-$1B and/or EBITDA > $10M Recent fundraising valuations of $100m or more
Ownership
Privately held firms or small-medium divisions of public companies
Geography
We currently have teams deployed throughout the North America and Singapore
Ownership
Privately held firms or small-medium divisions of public companies
Executive Team
We work with senior executives in strategy, marketing, finance, business
development, operations, private equity or investment banking who are seeking
the project capabilities of Bain, BCG or McKinsey
WHAT WE DO
PMI, Due Diligence and acquisition experts
We help companies in all stages of the acquisition life cycle from diligence,to post-merger integration to strategic value creation post acquisition Through a flexible delivery model, we are able to deploy the world’s premier consulting talent who have experience exclusively at the top consulting firms.
Extending Your Reach
We help companies in the mid-market drive top and bottom line performance We are flexible enough to deploy a solo consultant, or team environment tailored fit to each specific client and itsindividual needs
OUR APPROCH
80/20 as much as possible
▪ We streamline our work to fit smaller budgets
▪ Our teams are generally more experienced so they
move faster and make appropriate judgment calls
Open collaboration
▪ Avoiding inefficiency and false starts
▪ Collaborative work planning leads to tighter fit of project to need
▪ Increase speed and value of project by accelerating implementation
All resources are former top Consulting firms
▪ Consultants looking for more control of their careers
▪ Typically staffed 4-5 days per week exclusively
focused on 1 client at a time
Due Diligence is centered on
effecting planning and communication
What is our ideal
outcome?
• Core Purpose
• Guiding Aspirations
Where is the
focus?
• Products & Services
• Customer Segments
• Channels
• Geographies
Capabilities and
systems
• Value Propositions
• Competitive Advantages
Capture value and
systems measurements
• Revenue synergies
• Cost savings
• Easy wins, practical
implementation
Building the
organization
• Core Competencies
• Reinforcing Activities
PMI methodology and framework
Defining ideal outcomes
▪ Design the PMI to reflect objectives, philosophy, and principles of the acquisition
▪ Manage the PMI as a discrete process, separate from daily activities running the business
Focus area
▪ Organize PMI teams mirroring drivers of value in the merger
▪ Staff the functional teams with the best of talent from both sides
▪ Actively engage senior leadership in an active, committed and visible manner
Capabilities and systems
▪ Assess the best of talent, systems and process from both parties in merger
▪ Assume over communication is superior to communicating too little
▪ Establish culture and working norms
Building the organization
▪ Optimize the talent pool by retaining, developing and empowering the best people for the combined entity
▪ Design workable organization structure for the combined company
▪ Recognize that a PMI is partially an exercise in change management
▪ Manage the integration process placing equal value on culture as placed on operational processes and
financial systems
Capturing value
▪ Valuate revenue synergy scenarios
▪ Maximize cost synergies across workstreams
▪ Define financial targets with regular check-in and tracking throughout PMI process
▪ Retain current customers and users by making them an integral part of the PMI process
Key deliverables
Phase I: PMI structure
▪ Stating objective goals with possible long term plans
▪ Designing key PMI workstreams across functional buckets (IT, HR, Legal,
Marketing, Sales, etc.)
▪ Assigning point persons and responsibilities
▪ Establishing tools, cadences and work structure
Phase II: PMI execution
▪ Roadmap for implementation
▪ Execution of PMI of 90, 120, or 180 days as needed by Automattic team
▪ Overseeing all functional meetings
▪ Initiative prioritization
▪ Carrying out tasks as identified by workstreams
▪ Removing operational hurdles
▪ Celebrating champions
Partnership responsibilities
PMI team Responsibilities
We help companies in all stages of the acquisition life cycle from diligence, to post-merger integration to strategic value creation post acquisition Through a flexible delivery model, we are able to deploy the world’s premier consulting talent who have experience exclusively at the top consulting firms: Bain, BCG and McKinsey
Automatic Responsibilities
We help companies in the mid-marketdrive top and bottom line performance We are flexible enough to deploy a solo consultant, or team environment tailored fit to each specific client and its individual needs
Types of Due Diligence
The outlook to due diligence depends on the types of transactions which is proposed to be accomplished. There are various types of Due Diligence. They are –
Commercial Due Diligence – It includes a review of industry, market, and the business model of the marketer.
Reputational Due Diligence – It includes a review of creditworthiness and individual counterparties.
Human Resource Due Diligence – It includes documentation reviews related to management contracts, bonus schemes, option schemes, details of all employees, consultants, contractors, etc.
Legal Due Diligence – It includes documentation review to identify potential legal issues
Due Diligence also includes the areas of issues of stocks and/or bonds, research and development (R&D), and sales and marketing.
IT Due Diligence – It includes a review of information related to software licenses, data management procedures, and copies of conducted IT audit.
Operation Due Diligence – It includes a review of all operations and their role, utilization & capacity of performing each operation.
Tax Due Diligence – It includes the review of the tax.
Financial & Accounting Due Diligence – It includes a review of financial position, policies, and internal controls.
What is Due Diligence?
Due Diligence is a phrase that is used in business but can also be come up in personal conversations such as – a talk with a professional about acquiring some piece of property, about starting a business or some business-related contexts. Due Diligence is a process of investigating before making a potential investment. Due Diligence is a period of time between a real estate offer being accepted and the closing of the sale. Due Diligence means going through a routine investigation before entering into a final agreement. For example, in a situation of purchase of a property, due diligence would include checking the title of that property, checking the condition of that property, verifying information in the contract that is provided from the seller.
Due Diligence is designed to make sure you know exactly what you are buying. The whole process of due diligence must be carried out before finalizing any important business decisions. Due Diligence is associated with huge-scale investments, specialist consultancy organizations, or mergers and acquisitions (M&A).
Objectives of Due Diligence
Due Diligence is the assessment that is taken to protect the business capital and reputation through repeated investigations. The primary objectives of Due Diligence are –
To collect information from the targeted company.
Identify the strength and weakness are through SWOT analysis.
Improve the bargaining position based on SWOT analysis.
To take a positive decision before making an agreement.
To increase the confidence of the stakeholders.
Outcomes:
Above, we’ve presented the basic checkouts of Due Diligence. We assure that we can support our clients in every possible stage. Due Diligence might be an extensive and complicated process but it is a vital aspect of almost any major transaction. Due Diligence is ill-timed, tiresome, and sometimes expensive. We can assist you in every industry based performance issues which include cash flow drivers, relevant market and customer benchmarks, and exit options.