Minimising the J curve
We work with private equity firms at the earliest stage of a transaction, specifying and properly costing the future target corporate operating model. We go on to deliver those operating models post-transaction, continuing to flex our resources around the globe to support corporate strategy when it evolves.
Our goal is to minimise the depth of the J curve and maximise its upward trajectory. We stand up portfolio companies without unnecessary delay and cost, ready for your management teams to focus on growing their markets.
Owning local process detail for global transaction advisors
Sometimes we are brought in by lawyers and global transaction advisors seeking the most cost-effective solution for clients to the complexities of entity activation through to operational readiness across multiple jurisdictions.
Working with us has taught them about the specialised and highly variable nature of the process choreography that needs to take place on the ground, jurisdiction by jurisdiction, across HR and payroll and local tax and regulatory compliance. Incorporation is the easy bit.
They are happy for us to give life to a client’s corporate strategy on the ground. We’re happy to leave them to create it.
Corporate clients in crisis
We work with integration PMOs in crisis situations, when the clock is ticking on transition services agreements and vendors have failed to deliver the promised back-office solutions. Few business models are set up to resource complex international footprints with diverse personnel numbers and regulatory requirements.
We fill the vacuum, relieving clients of the nightmare of not being able to employ and pay staff or issue a simple invoice – and a host of other fundamental operational requirements that become a major hairball at scale, draining creativity and diverting business focus from talented leaders.
Early partnerships – starting with ‘operating’ due diligence
We prefer, of course, to engage in early partnerships, planning and costing target corporate operating models as far back as the due diligence phase of the transaction cycle and in negotiating optimal transition services agreements.
Central coordination, local delivery
While many clients outsource their back-office functions to us for the transition services agreement phase (and beyond where it makes sense) they never wind up outsourcing to a remote shared service centre. Our success is based on our ability to provide a global view to the boardroom, while coordinating the activities of local personnel, fluent in local language and culture and fluent in local compliance and regulation.
We own the detail no one owns – or wants to own – in complex international transactions
To find out how to get your deal over the line; how you achieve a transition services agreement that is equitable, cost-effective and pragmatic; and how you create a back-office operating model that will stand your new business in good stead from the get-go – and for years to come – enquire here.