Corporate Development, Executive, Microsoft discussed on M&A Science
Know what it means to run and operate efficiently and effectively and then combine that with the skill sets that are required when you have a transaction perspective. I think that's a very meaningful experience said phenomenal. I wanna take small p. fund because he could do large vive fund. Show elaborate on that. Because it's interesting to watch p. fund star and you get ones that star and they raised fifty million bucks and then you got one billion. Yep the distinction between that is interesting. I'm curious on your thoughts about why that is and what it takes. I feel like this sort of lends itself to that background as well in terms of how do you go from a small fund to a large funds starting out. It's all about developing relationships. I think one of the go says that i mentioned was around communication. How do you signal to the market as you where you are who you are in higher thinking about the future those are signals that i think people take time to develop and it comes through experience. Those are not as that you can read in a textbook and then say okay. I did this check box. This box box. I'm all set. The market knows me now. And i'm good to go. It really comes through experiential signals and understanding. what is it you're offering and the depth and breadth of experience you bring to the table and it also i think. A big component of that has credibility way that the market views you that takes time to develop not all corporate development leaders known in the market. It takes a certain personality type. It takes a certain skill set in order to get to that point. I like where going with this. It's really comes down the network. This almost goes back to think. That undergrad kids giving them career advice. Where a lot of times. We're looking at the brand or how much money. They're getting by. Really a bigger thing to look for is getting our neath leadership when you first said who i wanna be a. You'd aspire to and also thinking of what their network looks like because that's essentially the direction you're going to end up developing your network. I'll tell you what why the number one criteria. I always look at what i'm looking at any opportunity is what impact can i have. What can i learn from this when you feel that you have the ability to do so much and you can have so much impact and it's almost limitless as do the kind of work you can do the kind of value that you can create for the team. That's the right opportunity. That's the one that you're gonna be engaged holy in completely. And that's the one that's going to have the results to be meaningful for you not only financially but also for long term career. They fought a sense. We have fun. We actually start when you can join one. i think. Mark brown at microsoft after twenty years of heading corporate development just switched over and he's now leading. Qt in some executive leadership role obviously that made it worthwhile to be able to do that. What else is there. Besides that that would make a lot of sense to go from corporate leadership entrepreneurship finance g. That is small. That has good business. Plan that you can help grow and help grow it. I think that is one of the best activities that you can participate it. Having corporate development experience having operation i experience would be so impactful and there are a lot of organizations out there and there are lots of ways to get involved. I'm a big fan of doing that. It's something that feeds creative need and also makes things interesting okay slaving away at a startup elaborate on this because corporate development you're buying other companies you're dealing with these large corporate transactions. I mean these are the large transactions that are made how does that skill set transposes to work in a little. Start up where you do everything incorporating a really good at recognizing whether an organization is operating efficiently or inefficiently. A got to the point where i could walk into an office corporate headquarters and had a pretty good feeling for what the culture was like how they operated and if they were making money or not making money and they were always indicators that we all rely on being observant is one of those things working with a small startup. What you inherently after having corporate about experience is what does good look like what does good operational execution look like. How do you do that. Efficiently having seen a multitude of entities that. I've had to look stupid. Come up with scenarios that you know what it should be. You know how things could be made more efficient you know how they can be optimized and say leveraging that experience having actually seen organizations do it well it becomes inherent in what you do. I can understand the fact. You'd be good at diligence. And assessing ca company. Understand where their strengths and weaknesses are. How does that transpose. Into being able to actually execute in get them from a to. B integration is also as you know a critical component and a lot of times corporate development teams are also graded and judged on how those acquisitions for form so you gotta make sure that the integration is done appropriately. Done well an order to do that while you gotta know how to operate efficiently. Make sure that the execution that you're doing is done well otherwise you're not probably going to make your bonus that year and so that's the kind of thinking that goes into knowing how to do acquisitions. While and knowing how to execute on growth well so basically the change management experience that you get in corporate development can actually lend itself to. How do you put these plans in action. Totally there's so many textures layers. You've got the change management aspect. Oh by the way. Rowing rowing is uncomfortable. So when you're in a small organization looking to grow that's uncomfortable it's like an issue scratch. Just don't know what's going on. You know what's happening next. Why do we keep doing things differently. In an organization which is making acquisitions can be also uncomfortable not only the acquiring company but also for the entity that's being acquired. It's a change. It's different you have to do that. Well you have to communicate that really well because if you don't you're not going to have a good acquisition i can see that working one interesting thing it makes me think of is someone. I spoke with a while back. Made a comment that the startup. ceo would actually be. nigel skill. Set to do emanate gration because they understand how functions interact with each other as they build up that skill set in terms of. How do you take it apart organization. Reattach it to another one. Exactly he really bound by. What an individual limits themselves to. It's up to us individually to decide. What are those limiting constraints. We're going to put ourselves so anything else. Besides recover some unique ones private equity startups executive roles or p around opportunities. Things like that. Anything else that sticks out. I mean i've seen a couple of individuals who have gone into innovation roles. So that's been a rope popular thing that's been happening organizations and usually that revolves around something and some language around digital transformation organizations participating in that activity and a lot of times. Those individuals come from corporate development back house and again there is a key component around change management. There's a key component about knowing with the strategy of the organization as creating alignment again having a lot of responsibility with north already acute so a lot of the same constraints and variables that you have an Interesting yeah they're great examples a lot of avenues to go. Obviously there's every little base out there me personally. I don't limit myself when someone says what else can you do like. What don't you want to do anything. there's also a bit of a personality piece. That kind.