Board Level Participation

We view advisory services as high level, strategic and of indefinite duration.  Consulting services tend to be focused on a more defined scope, tactical and shorter term in duration.  Our staff has a broad range of senior-level business experience.  Their talents can often be best brought to bear as advisors from the inside, typically as a member of the client firm’s board of directors.  As insiders, they can freely interact with employees, customers, suppliers and other stakeholders without raising the question of “Is the business for Sale?” 

 

Our involvement is typically follows an initial engagement relating to business valuation or exit planning.  These processes allow us to understand the issues and value drivers.  From this basis, we are able to give guidance directed toward increasing the value and transferability of the company.

We bring a different perspective to the client companies as an outside director.

 

Perspective
Outside directors are not involved in day-to-day activities.   This separation allows them to view situations more dispassionately and from a different vantage point from management.  The may provide significant value in key decision-making process.

 

Benchmarking

Owners and manager of privately-held firms are often isolated.  We, on the other hand, see and speak with many firms and learn through direct observation.  While the details are confidential, the business principles and market conditions are broadly applicable.

 

Value

The management of publicly traded companies has a continuous awareness of their firm’s market value.  This awareness guides their decision making process.  Privately held companies rarely have such a clear picture of their firm’s value.  We bring that awareness and mindset into the firm’s strategic thinking.

 

Exit Planning

Professional investors such as private equity groups will not deploy their capital into an acquisition unless they have a very good idea of how they will get their money back.  They have an exit plan on Day 1.  Most business owners do not give adequate attention to exit planning.  This oversight can have catastrophic results.  Our involvement will draw constant attention to the ongoing implementation requirements of the owner’s exit plan.

Time: Too Much or Too Little?
Active business owners seldom slow down. We all know that the only things likely to reduce your pace are death or terminal burn-out. This is not to imply that you are not well intentioned; quite the contrary. You are so well intentioned that you’ve taken on more tasks than you can possibly complete.Time_-_Too_Much_or_Too_Little.html
Indecision: The WRONG Decision
“I haven’t decided what I ultimately want to do with my business, or when I want to exit, or how much money I’ll need, or whom to sell to, so how can I plan my exit? Besides, I don’t want to exit right now.” If you’ve said this, or thought it, you are not alone. Many business owners are either overwhelmed with the thought of exiting or are so busy fighting daily business fires that they think they cannot plan their exits.Indecision_-_The_WRONG_Decision.html
Exit Planning Newsletter for Business OwnersExit_Planning_Newsletter_for_Business_Owners.html
Time is Essential in the Transfer to Insiders
In this series of articles about transfer to insiders, we identified a number of elements that are part of the well-designed transfer to insiders. The first element we identified was the qualifier: Time.Time_is_Essential_In_the_Transfer_To_Insiders.html
Elements of a Plan to Sell to Insiders
In the previous issue of this newsletter, we compared the attributes of sales to third parties to those of transfers to insiders. We looked at the often-overlooked risk involved in third party sales and the equally overlooked benefit of owner control and payoff in insider transfers.  Elements_of_a_Plan_to_Sell_to_Insiders.html
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