Strategic Development

When new directions for breakthrough growth are required, my contribution is to provide fresh perspectives and coaching services. Side by side mentoring, staff retreats, and business plan draft development are all part of my service to get a firm's management to think in new ways. Where minds hit the wall and cannot break through is where my involvement can be the biggest help.

Growth Strategies

The most important element of defining strategies for the future is an in-depth analysis of a business’ existing success: what it sells, its clients, the geographies, the sales processes, all those things that are the essence of a company’s growth to date. Combined with good market intelligence gleaned internally or externally, one can brainstorm the best new directions. An important next step is to decide if external acquisitions or internal organic action would best achieve the growth desired. I have helped several business units build their growth strategy.

Mergers and Acquisitions

Using a proven roadmap, I lead a management team through the process of growing through acquisition. I recommend a collaborative process involving strategy definition, scanning the market, defining a tactical contact process, building a business plan, due diligence, and execution. Use of third parties is often helpful; I have many valuable contacts for doing jobs such as market scanning, due diligence, legal advice, etc.

International Business Expansion

Markets outside one’s home country are often a huge opportunity to grow the business. Good intelligence will determine the best markets for a foreign supplier. Then the distribution strategy must be defined. Where to start; how to limit risk; and where to share profits are some of the questions that must be answered. My experience has involved extensive assistance to companies seeking the best path to international penetration.

Divestments

At times there are business units that become inconsistent with a firm’s main direction. My approach here is to assess the business and seek the highest value someone else will pay for the business. Careful definition, packaging and using third parties judiciously will assure the best results. Following divestment, the primary business is not bogged down with managing a non-core unit.

Fees are negotiable. Hourly rates and fixed price quotes are available by request.