17 Burst results for "M A"

"m a" Discussed on M&A Science

M&A Science

08:17 min | 6 months ago

"m a" Discussed on M&A Science

"Has really started to build data argue back into the job market place around opportunities of the feel. There isn't enough exposure around career. Passing emanate everybody defaults to banking or corporate. Fs one that. There's an undergrad degree for that. I know of not. Here's a master's degree for it or isn't there isn't not that i know of. Maybe there should be. We have the science academy earn. You know that's been the initiative since last november. Start this online school. And i think that that's the interesting thing here because court. Beth is really across multiple disciplines. The colleges will teach finances. They'll teach you they'll teach you a strategy elements get a masters and mba even masters and finance or masters in strategy. But it's really the idea of putting those pieces together. A lot of it is learned in the company and on the job. How do you take those lessons and go forward. It's not like getting a master's in derivatives pricing and then being the best ribbon trader. Because you're better at math than anyone else. There are nuances here. There's a lot more gray. There's a feel that you have to develop on how to do corp. within an organization. Wmo roles coming up. I'm hoping to get a emanate. Business analysts and likely integration management role. Once we're able to kind of build out the plan or transformational type deal. Let's let's use these examples and the alaikum because different you like even integration as a group had really overload contacts so as young applicant coming in really striking to get into the field. I wanna come in and create this undeniable. A compelling reason why you'd want to recruit me bringme in right either. I would hire you tomorrow if you wanna be my aunt debbie. I understand know role playing the young guy. That honestly i think the approach that you take. Obviously you have to have some level of background in finance or strategy or or one of the major strategic initiatives that we're looking at in my company product and product roadmap is is a focus area so i could see someone with a product. Background has an idea of profitability of a product. Someone with a an f. Pena or a finance background that wants to learn more about strategy and wants to learn more about how the different departments i interact. I could see fitting into that role the key if you are someone young and you really wanna learn is more about. What do you know now and your resume will tell you that but the first couple of conversations have to be more about what you wanna learn. Where do you wanna go like. Why is it corp dove. That will get you some of that knowledge and some of those next steps in your career because it it really is something. I talked to someone from our organization recently. Said you know. I love the idea of strategy. What do you do to help build. That strategy and i said well strategy is really a team sport. The board is involved. The ceo is setting vision own. How do you set. You'll strategy is is always moving peace with the different contributors that you have so one of the things that i definitely looked for in someone who would want to join. The team is their ability to team an influence and interact a lot of folks. Who would come into that analyst type role i'm more looking for cultural fit and confidence and ability to to talk across different topics different teams even ones where they would be less knowledgeable to get a sense for how that person would interact with some of the senior leaders. Some ability or or history of interacting with different senior leaders is also important. You gotta take that feedback. You'd better be able to communicate them in the ways that there used to be confident in what you do know and present that show an eagerness to learn something new that's in the different fields of forbath and show either an ability to or a history of interacting with senior leadership. A former even a step further really knocked out of the bark. do i start going through your thank. As and qs i look annual report and extracts from the sort of strategic goals for the year i had a conversation with a young analysts a couple of weeks ago and he did. He went through the tag k. He looked at the last few acquisitions. He had really pointed questions to me as to why we did. The acquisition it. What was that strategy. How did we think about it. Presented some of the ideas of his company and what they had done. It emanate recently. So i think again if you show that eagerness and you take that extra step that is absolutely a way to not get out of. The park is to you in the middle of just trying to figure out his. You're a smart person who's driven. Who wants to help out on the team. You're able to kind of pressure test me a little bit on on the strategy and why that really is something unique that you can take an have that impact on someone if you go back to the last couple of jews last que and talk about what those things aren't. What are the threats that we're putting into our day in our our management discussions. How does influence it. Some of those very pointed questions really do make people stand out because it shows that they've taken the time to really want to be part of that emanate process not just art. Of course i gue- villages important but utilizing that as an approach to freeing the conversation. Ask you the tough questions off shop. What about some ideas. I'm doing this diligence. I'm studying beings than i'm even ask you questions about rationale on recent deals you've done. Should i be able to come at you as ideas of opportunities out there things like that or getting too far. I think it depends on the type of role. You're you're you're trying to slot in early career as an analyst. Probably not if if you're looking to come in as a manager or director those types of things will prove to be valuable being able to show that you understand what strategy was in holly company approaches things so if you're able to get a conversation with someone internally within product management or you have a connection with the company and you're able to talk through that you're able to bring that into an interview. I think that that is something that is extraordinary to be able to say. Hey have you thought about these different spaces. I definitely did some of that. Coming in at bp level to say here's an adjacency. Have you guys thought about that. Adjacency what are the processes that you're doing to screen those types of things that that is a an amazing step it does show you said the diligent side of it. It does show both the diligence and that ability to have that understanding of strategy into an adjacent market. That could be a huge home. Run again someone who's looking for. An analyst job shows a lot of initiative. There's probably a little bit of risk in doing it that early. If you don't have the steps to understand but as you get up to the vp level. You certainly should be thinking about those things and presenting them in an interview to the team say. Hey here's an idea i have. Can you explain to me if that would work in our team. And why or why. Not these roles time be pretty competitive. They do they do anything else to stick out ahead. Sometimes it's a little regionalized. I feel like a lot of the bay. Area's stuff is very much like a who's knows who the cooked community is it and there is some ocean coast to coast there are certainly groupings so within industries especially so at jam five of able to be folks from apm unity and and who are doing apple type transactions as a security player i was able to get into different security firms and meet their teams. I think that there are these kind of pods where you're facing similar problems. I think that is also a a thing that underlines that area interested and can be a little bit more targeted. So if you're coming from cybersecurity and you wanna be in cybersecurity start to build your brand across the different leaders in cybersecurity if you're in retail for an and you wanna get e commerce build out that ecommerce portfolio again. I think that it is really about that. Networking in this most recent job search i. I changed jobs in december. I want to say that. I applied to somewhere around forty five jobs through lincoln and various different online portals. I think i only.

december last november tomorrow apple Beth lincoln both couple of weeks ago one forty five jobs first couple jews jam five Pena
"m a" Discussed on M&A Science

M&A Science

07:38 min | 6 months ago

"m a" Discussed on M&A Science

"Do. But i think that that's another skill set that is important in the world. So how do you approach that message. Only out your approach that overall idea if you have a contacting common. It's always easier if someone's at your company it's always easier because there's a mutual way to to say. Hey we both work for a company. I really wanna learn about the process. Of emanate what are you do on a daily basis. It's really easy to take those phone calls from someone at your company but there's also alumni networks or hurt relationships that you would have mutual connections leverage those relationships as a way to learn a little bit more. If you am one of the messages i got from one of my colleagues was was really helpful. It was hey. I'm really interested in this company. Mad i see that you're connected with his. Vp of marketing. When was the last time you talk to them. Would you be willing to make an introduction. I think something as simple as that someone that you've maintained a relationship with really goes a long way because now i feel like my relationship is valuable and my connection is valuable. Gives me an opportunity to touch base with someone who i might not have talked to a couple of years. See how they're doing what they're doing in their career laying those types of things out that say. Here's why i'm interested in that company or that type role i've already done. The research grew your connection linked in to say. This is the person that i think is best equipped and you make an introduction there and oh by the way man if you know anyone else that the company that isn't connected you on lincoln with love and interaction as well okay so we're talking about our internally a maybe there's a corporate function organization rat will make friends with them introduce yourselves. I'm you're interested in learning about them. And and stuff like that over there friendly guy like matt mortgage with you. You mentioned the common contacts being if you got an extended network with folks in corporate development. I know lincoln sales navigator. Let's do that sort of detail search so you can find that idol even lincoln premium. You don't have to go all the way to sales navigator if you're paying for it on your own linked to premium. He gets like six hundred dollars a year. Not that they're paying me to advertise. But that premium function is good because it gives you that ability to surge gives you the ability to send messages to forty people a year that you're not connected to so he does give you some of the tools of a sales offering but isn't as expensive as the sales got that we got called outreach. Which is my classic favor. Don't be shy and play the numbers. I think my experience. You won't send out. Like i request one hundred fifty people connect with you out of out. He should build at twenty thirty about it. And that's often like you'll sourcing right so i often say as people will ask me. How many people do you have to talk to you before you get a deal. And i say it's usually about twenty deals. Where on reaching out to someone that will result in about five ish yields where we're actually talking to them on a detail basis were will need an nda which will result in about one. And then you're closing on hopefully reatified or four out of five watts. If you think about that you've got a top to almost forty companies to get a deal that practice and that ability to put yourself out. There is actually in an odd way learning the of function. I told noah lot and being okay with hearing. No that's where the the sales aspect zim right. You have to be okay with your know. A little more than than most people are lot who got the networking component of it. Both your network existing then being able to do and be shied. Houston cold outreach. As well we talked about some of the the big thumbs moving from the different career paths. Was there any other advice you give around that. It's really hard to make a two step move at the same time. It's also patients in your. I've been around since two thousand and six and my first real or deal. Lead position was in twenty twenty one. It's been a long time where i've been around deals. I've been thinking about deals. I've been finding ways to add deal but value around them in a. It's about patience and persistence in a lot of different ways and finding that niche where you can continue to add value. I think that that's really important as you think about it. It's it's not necessarily going from an eight-year-old or a fta role directly to a Analysts it's not that it it can't be done. It's just hard to do also expand your time horizon. To something is is a way to solve that same problem. Are you on a strategic operators inc element. It's really about where you unlock the value. There are certain companies that a strategic operator would not be of much value because they have a very clearly defined emanate strategy. That is very Optionality having someone who has a background would be really valuable to company. That's focused on that a company. That is really focused. On international expansion or sales market share. Acceleration may be looking more towards a true sales operations or a sales executive beyond the team. The companies that are looking for strategic operators are those that wanna find allan's and understand that in the long run unlocking value through is really about managing change and really unlocking the potential of the two companies together companies. Who are doing emanate in a balanced approach. Where there were they're thinking about. Acceleration across both product and market. And the kind of often ability or scale at the same time are the companies that are more likely to look for a strategic operator versus a a banker or a external consultant contrast our profile from the classic profile orbit. Vilna professional. it has more to do with the internal operations and setting up the internal company for success than it does the sourcing and identification of ills externally in the corporate development world. You always have one but inside your company and we're outside your company. It's really interesting job in that. You're both understanding the strategy and operations of your company deep enough but you have to understand the external side of it as well. The more historical or devils have been much more focused on the outside assuming that someone who comes in and learn the inside weekly and so In either banker has those connections in get ill sources much. Faster is the theory and has that kind of ability to find additional targets or source additional art a strategic consultant really understands the external forces that are being faced by accompanied the different threats and opportunities out there and so the idea around a strategy consultant is that they have an understanding of that market lands and have a strong put out side and who the competitors can be. Differences are by different regents. The strategic error is really that internal focus. That says. here's what we do well in this. What our differentiation is. And where our risks in our threats are internally and is able to learn those external spaces if you take those three different types of people right. A strategic operator a management consultants and a banker every single. One of them has their own strength and weakness but the ability to learn. All three of those things at the same time is really where the value is created. Someone who can learn how to source deals someone who can learn how to understand the competitive landscape and what are the points of differentiation in the market and somebody who can learn. The internal processes is really when you get a valuable or development teams. They can really partner with the organization to think about acceleration of roadmap acceleration of scale and can be that additional tool to the organization of the.

six twenty thirty two companies one hundred fifty people two thousand two step Houston eight-year-old Both both first one five watts three noah forty people a year lincoln six hundred dollars a year forty companies lincoln premium
"m a" Discussed on M&A Science

M&A Science

07:29 min | 6 months ago

"m a" Discussed on M&A Science

"And being okay with that and all of that you have the sort of balance of a big global company than has regulatory and compliance insurgents. All these things we need it here but we also have. This need to be sued for innovative for technology standpoint and all our systems and processes need to support that. We have a healthy tension there. And you're right. The cultural changes really the basis for the ability to move to agile is people are comfortable edited. I if they have more came out way. Before i'm smiling because ironically i would almost even bring it back to basic human need and that is change management encompasses many things but fundamentally for acquisition to work. You have two sets of leaders who are really setting the tone for what is to be delivered and how that will be delivered in how people get energized and excited by that. If they don't understand fundamentally how that will work so things like governance are super important to get clear upfront. In where i think. We've seen deal struggled. The most is when there's lack of just a conversation about when it's a type of decision about product or good market or finance. How are those decisions can get made. Those are our number one stumbling blocks. And that's where. I think. Kimberly and i spend a lot of our time. The siltation good conversations with leaders. The other thing i would add to the risk versus when you have a well established engine of doing this work i think we have consistently remind our teams that while we may know things they acquired might not. It's not intentional to not have those conversations. They think we have folks who have been doing this awhile. We forget what the newness of it might feel like. The needs of individuals coming into an organization or in acquiring organization has not absorbed an acquired company before what that feels like so it is really fundamental human need and then that becomes a a really easy conversation that ends up in a change plan at some point. Are there any haksar. The tools offer anything that Else's along faster easier i have an opinion on that one is i think the value is in the conversation. So it's getting the right players the right table in an iterative and consistent and pervasive way and that is heavy lifting in. There's no way around it. I do think from the tooling side. Things like deal room making sure you have pieces built into your process around sharing best practices around knowledge bases where you can be consistent end quick in sharing that information. I think those are important. But i don't think you get around the iterative. In pervasive process with a group of human beings with the power to make some decisions or call. Everybody has tools the best tools. I think are accessible. Ole transparent digitize processes process was within them that are some flexible kinds of things can really help team move forward when at the things that i've been focusing more integration. Reid is really thinking about the future state. If you're lucky enough that position like mine where you're working with the court with the hr early on your learnings and your observation. Observations information that you gather will be leveraged can easily leverage down the line for the integration. Obviously easier if you haven't tool to capture all out but if you don't is important to think about when you're developing now diligence approach and you have back mutation of ink about who's gonna need this damn line make sure you keep it and the then you refer people back to the successfully transferred the information. I need one of the things a larger company that we suffer from times of someone that comes in new and doesn't get properly ramped up and then has a conversation with target. It's already been had and ain't that transfer of information for always being thoughtful about. Who's going to need this guy down the line something everybody can people conversations to build a practice ultimately the work that people have to do and then the tool can help the knowledge sharing aspect of to just to make sure on the same page any other practical advice. You'd give to your fellow ebony practitioners watching this right now and Looking into step game up in their organization. What i learning in this space. And kimberly. And i think we come at it with very similar outcomes in a different approach to how we get there not divergently different. But if you've arrived in a what. I i feel like how do you get to and design for your organization again culturally. What works for your organization the right balance of repeatable process so that you have credibility with your business in successful acquisition integration with the right amount of flexibility for smart decision making and maybe some of that is supported by tools. I think we're still on that learning curve. But you have to have that flexibility in your process in practice to be able to design for the business need and the shifting strategies advice. i'm really. I love the deals like i love the pace along the all the complexity on the back and forth. Oh the potential derails that you're always doing today and against top. The i love that. I think always focus on self-improvement and then always a focus on how you can improve the by your delivering that. Your team is delivering. I think it's important just having that you and i have talked about this before. I just having empathy and understanding across the board whether it's for the target changed everyone's through or the business leader the accountability. They have to the commitment. They've made to the board. Didn't things like that. Everyone has different pressure points having understanding as to how you navigate to the successful outcome that everyone's looking for good thing as everyone has the same If you've done this right then everyone has the same northstar makes it a little easier gate. Transient advocacy is. How i it's not. I love it last question. I gotta know. What's the craziest. Abc the number twenty twenty in general was pretty crazy for manet. Although i think there's much that we learned in the much that will stick but i will say just to bring it home a little bit. I worked the deal in the past year. One where we'd never met any of the people face to face. That was just really weird and strange for me and another deal that went through everything from massive fires to covid to social activism. All in the deal cycle that we were in with them at some very critical points in time. So i would say for me. That was a very personally challenging. Different crazy time. That's a serial curve ball of the deal right. I know are we all just known to all this stuff happening now. I feel like oh. Yeah that is true. As all these disasters always things have happened. Twenty twenty in that affected all of us. I do the same thing. I mean we were. We had deals off. You're not full-time. That were stolen four deals. It seemed than regular times your things in flight starting wanna prospects. There's been a lot of deal volume. I think one thing that as been very clear to me now. It's like wow we. In some areas in some industries things have gone to a halt other industries. Things if accelerated in that has happened. It's been accelerates crazy story..

Kimberly Reid Twenty twenty northstar today one thing four deals past year agile two sets one One twenty
"m a" Discussed on M&A Science

M&A Science

07:45 min | 8 months ago

"m a" Discussed on M&A Science

"And arrives at the youth. It's my check for man. I wanna make sure the same page about timeline. Going through these five steps when we talk about the deal thesis that probably happens really early and then from there you get into the integration strategy on that point are we still before l. I signed where i can go from. Step up one of these. You know fifteen then Executive team was sponsor and the optimal comes in and the dot into cornerstone. Same thing so you still have the executive team the next step news upbringing and integration as they're talking about what are the teams that we have to put together on one of the key milestones. That will get us to the saw. The first three steps can be done in a day and into steps can be done even for very large acquisitions of all enter and roses for wax is a week then in terms of going through life stages when we start putting integration teams together. Roughly what timeline are we at those other teams income. So you haven't on from ten signs and it's still pre-announce okay and then we see like integration plan. It's there but then you're still adjusting it as you go. He s again dance. Really focused on valuers ation. They supported a checklists. Other things they should think about this was not relevant etcetera etcetera. Just eating gate up fire. Company is a whole universal itself It s disappointed businesses etc. This is something that you have to ladder on data. You have to figure out whether you're Be aussies uba. Any al's hippeau will come data you're dealing with just eating rabita Revised plan for figuring out what you actually acquire some tips. You have to avoid reinventing the wheel when it comes to the deal process jails documented have postmodern for every deal that his neck by the will make sure that you don't get everything is structured Instruction we that made sense and pre every deal says Beginning of the deal was to with the the executives is now as unita. This thing went terribly. So what happens is survey thought exercise around the risks and starting is around the risk because a lot of people especially at that time inside of the on tell sheets iron and everything and it's not a money from the song and there's a lot of focus on the media Trading mindset and bring a workshop rounding stink into the future. We talked about the success criteria this year. We talk all your job is to show does in blaze Quake and ceo all this john's every night stay. Really shift mindset and also helps. It's time to come together. As a team i agree. I think it's a great tool the Mortems charlie mongers actually wrote a lot about that too. I think he calls it in versions learn more. That's another great of on it as well. But when it comes to post-mortems. I'm curious to know if you find value in doing anything between pre imposed because like an agile. They have retrospectives which tend to be a little bit more periodic or they may do a once a month or something of that sort. And i'm i'm curious if anime you know hey does actually make sense to do that. To a retrospective during the deal and start making adjustments. While you're doing the deal or if you find a better after the deal it depends on a thing after you definitely have to an after the deal but i also think that these talk retrospectives are beauty. Good in order to identify contract inappropriate abilities if she were retrospective for example opposite the diligence. Where you start operation to diligence where you start working with the other company and you talk about okay. How was this working with the company. What we're well what didn't go well. They'd never followed through on the action. Items are always show up ten minutes to meetings and when you do these things you start realizing that they actually things that are comfortable with the parent company and these are things that may be big enough in order to all of them up if we have to deal with in my mind. doesn't have lines. They don't have to have the same but you have to figure out whether they are things that don't work for example a company that i supported in silicon valley and san jose de quite another company in forgot the state but they would stop every meet with freya. Creator of fiction with workforce down in san jose. Isn't we don't want to start a meeting with a prayer can't be obstacle and the ceo. Get involved foot down and say okay. This is not how we operate. I wasn't something that limitations came up. Integration teams have figured The that's a great example. I like your view too. Because i was thinking more. A retrospective on acquirer sidon. I i like the idea of doing a retrospective with the target company. Because i think that goes back to acilitator transparent discussion and really start shaking those issues out and and really deal with more. The people the people you head on versus. Dm low gaskets later on for company in acquisition is a tectonic shifts because chewier ideas. Everything's window so having a transparent process and also talk about the things that are working or not working is critical. I think is absolutely a good balance for the engineering blood. Routes you have to kind of balance this out with a semi issue with the engineering side associated with a psychologist for a while. Maybe missed that. I think so i to get into some of the questions. I know chris colleagues are watching on this. You know you'll free to ask him some really tough questions helped me try to stump him here. One of the things we talked about was observation of. How ps you deals kind of like what we can learn from that and contrasting that between the corporate approach but love to hear you reiterate those thoughts again for a couple of years in my emanate. Korea just focused to eat companies. The primary focus is on Always evaluation and then the synergies. I think teaching bias which most of the company's talked to right. Now they buy a company not up to drive strategic roles and they don't hold them a loyal in auditor than divest them again. Make money that way. It is drastically different. It is just dictated front. And i highly recommend anybody. Who's in an all to kind of a couple of shakes unhealthy e companies Acquisition if integration. Yeah some of them. They only do integration back offices or the take captive back offices and everything onto the web is a lot of stuff. Do his pen are cheated on the radian issued. Your everything is now whether you have data center would bring in. Show the burn century wrong. How support functions of being out of being a moving into the Focus on cost a lot stronger on an ethnic thousand cents more. Focus on that at this interesting week. I think that started lessons in one area but it seems like there's lessons on both sides to bowl from each other or even. Pe learned some things from from the corporate side. I think you're right about those shared resources. And how they really make those transactions more efficient again it all depends for penalties. Limit is p front justice portfolios of companies a may own a share on the whole thing but the focus as much on the financial aspects and reporting on the revenue. Synergies of the deal is much Happen much more from an employee. Perspective.

san jose san jose de this year chris fifteen One silicon valley charlie mongers both sides first three steps five steps one area thousand cents ten signs ten minutes once a month one agile aussies p front justice
"m a" Discussed on M&A Science

M&A Science

04:49 min | 1 year ago

"m a" Discussed on M&A Science

"The financial and accounting diligence depending on different deals depending on the size of the deal we might work with an investment banker I'm GonNa again part of it goes back to the relationships part of it goes back to how well do they know my business? How much time they spent with me to? Understand what's important to me in my business in that super important, and then obviously between me and other folks the executive team who have come from other places where we've worked with different advisors in have good relationships and have good trust with them. It helps for US building the skill set that we have allows us to do a lot of it on saliva you're doing in house when you do. Reach out you have some existing relationships but then if you gotta go beyond that, you're looking for their understanding industry in your organization. How can somebody demonstrate that what's going to get your attention? If I'm a guy that wants to come source your next deal you're gonNA show a good understanding of the progress business by being able to come in and say, here's where you play. Here's where you. Could, play here is some of the players that play in those areas that could be interesting targets. Few Indian for me, a lot of investment banks will come in with the same idea. So it's when the investment banks come in with those different ideas that are more out of the box that show that they have more of a thoughtful view of the company that really helps we'll strategic thinking they're. We show you some things you already seen. May Not, have seen it before. So a critical aspect of being successful in corporate development relationship, you have with your leadership Audi interact with the board of directors. How do you work out the dynamics between yourself and the CEO? Yeah. So I think one of the things that was super important to me coming to progress was the opportunity to be part of the CEO staff year I'm an report directly to our CEO because I think it's really important particularly at a company like park was where. In the excavation such a critical part of the overall company strategy to be able to have that close interaction with not only the CEO but with the entire executive team and I think one of the things that we've done really well in work really well through the chef processes within our board, we have an emanate committee that we spend a bunch of timeless and meet with over the course of the deal process would just have a regular dialogue with and they ask good questions that basically gets us to go focus on different pieces from a diligence standpoint to make sure where more prepared so that when we ultimately go in front of the broader board, Emanate Committee is already. Excited about the deal, they understand the deal at a much deeper level..

CEO Emanate Committee US executive investment banker Audi corporate development
"m a" Discussed on M&A Science

M&A Science

04:21 min | 1 year ago

"m a" Discussed on M&A Science

"You have image acquisitions from sourcing integration. So how'd you manage those responsibilities? I say that one of the pieces is being able to delegate and being able to build up a really good team and for me having good people to work with has always been key. I've built up the team at progress. So I have someone who just recently joined me on the Corp Dev side I have a couple of folks who work. Closely with me or integration specialists, one of whom has led over eighty integrations over the course of his career. So just brings a wealth of knowledge I've also and I did this starting at log me and I worked with a boutique firm called Rich Street advisors, which is a great firm that works closely to get to know the business in helps in. A. Lot of the sourcing because you're right and when you're thinking about the number of companies that were talking to the amount of pipeline that we're building being able to do with a two person can get challenging and so again, working closely with some great experts really helps us bring best of class abilities through out the entire process from sourcing all the. Way through to integration and having ultimately, a successful acquisition really focused on bringing in the best quality people you can find I'm sure you spend a lot of time to identify and recruit those people mainly people that read your book they need to read your book and your book. That's a good sign. So that's a tough thing you look for is Did Research and really understand the current trends A. Exactly but no on a serious note, I'm looking for folks who have experienced going through the entire process from sourcing deals to executing deals to leading a diligence process negotiating and deal all those different pieces that are so important to the success of a deal on the integration side I can find people that are more specialized in that specific area and I've been lucky to find a couple of folks that are great there because I think that's.

Did Research
"m a" Discussed on M&A Science

M&A Science

05:39 min | 1 year ago

"m a" Discussed on M&A Science

"Channel doesn't work. Now you speak to the art of experience and I appreciate that the 305 forget either request for Marco if you share the hbr article that you referred to in the beginning. Yes. So this is managing yourself as human zoom out and buy Rosabeth Moss Kanter. This is in the March 2011 issue dead. And I love that article because it's like you have to be like two sided like one eyeball on what I need to accomplish this week month now for the p&l and then the other eye has to be on my 17g. What am I learning towards? Where is this Marathon ending up working close to the hours. So last question I have for you guys is what's the craziest thing? You see that emanates hours. You gotta be wrong. Okay, so I was just telling this to kiss and and Rima the other day and individual plays also on this on this session and walk ins we were negotiating and a couple of years now and then we got into the negotiation the other party had brought in like very strong and hostage negotiators right season professionally trained hostage negotiators and integrators who capture all these bad guys have like integrated into the table and we would like dead. Dealing with here. Right but we went to the rigor of that was eye-opening and that deal didn't go through and then we had all kinds of repercussions thoughts on why this company was talking to those individuals and why they came at oh my god, let's point that territory because this was sort of everything about that was a little bit shady and I'm glad we got out and not got interrogated and weren't Acosta just weren't taking hostages interrogations of every day. How about you Reba? Oh my gosh. I wish we had more time in a couple hours our hands or maybe a line or something. But this experience was in Boston and I say that way for a reason and that's all I'm going to say and it was a massage in Boston and it was a demolition business office and we had this pig and we put a lot of lipstick on this pig and you know, we meet several pitches and finally we got some people that you know took the bite so this guy comes in and he was laid first of all wage. Me nervous and like walking around peeking Through the Windows. When's he going to drive in once he driving how many people so I'm in the conference room and I'm looking out and I see this may balk black beautiful my gosh beautiful beautiful car. This man steps out. He is, you know balding and he's maybe like six foot seven and he's big he's huge and he's got a full length mink coat on and it's got jeans and boots and he's wearing pinky rings and he's with a guy and this guy and this is a middle of winter. This guy has on a wife beater and he's off jeans on and I'm like, what is this? And then there's two Escalades behind them would like to spin our Wheels going and I don't know. I'm just a little village girl from Lake Mary in society events see this. It was just unbelievable. It was pretty crazy. And then we sat through the whole reading where this guy kept saying you think you gotta do the deal on my okay? Our what money you gotta do the deal. It was it was one of them difficult deals I've ever done in my life, but it closed and we sold the business and I'm glad it's my past but what an experience cuz I don't think I would have thought those individuals in my normal daily life in suburban Chicago land never happened. Yeah, right. I was like Wow mujhe video like no video the phones away like it was exciting the heart going a little but yeah, it was good though. They're called actually guys took anything in all the action used as time well, because covid-19 demedim a natural event that will be taken out of ebitda moving forward. So just you know, enjoy and do something fruitful. We will move Beyond this time compassion help your friends. There's a lot of people who need help and use the network to log. Exactly be good and be well, thank you. Great. Great guys, I appreciate it. Thanks so much. Thank you. Thanks so much for listening to this episode of m&a science. If you want to stay up-to-date on the podcast and all things m&a science, including our events. Make sure you sign up for our Weekly Newsletter packed Ami science.com m&a teams that use proven techniques deliver better outcomes agile. M&a is a science-based framework that focuses on a responsiveness adaptability and continuous improvements. You can view the whole book online for free at M A and if you're still using Excel trackers and old-school virtual data rooms that charge per page what a rip-off I highly recommend taking a look at deal room deal room is designed for collaboration with internal and external feeds off. Adeel room. To learn more you will also find lots of free resources templates ebooks guides. Thank you again for listening to emanate science. See you next time..

Marco Boston Moss Kanter hbr Rima Reba Lake Mary Acosta M A Chicago
"m a" Discussed on M&A Science

M&A Science

10:04 min | 1 year ago

"m a" Discussed on M&A Science

"Manager, that's a very viable path. It goes to the customers close to the product and save the deal also, so I would say be you and I'll just give a personal example. I actually took a job that had a job description that was two sentences and you know, I laugh at them because gosh, you know, that's that's crazy. But what I did end up doing is looking at the description and saying to myself, oh my gosh. This is a blank mandate. I can totally do this thing. I don't even know what the thing is, but I know I can do it. I have young children. I tell my kids and I tell my family members and young people just being you, you know, take a risk. There's never a right time to do the right thing. She just do what you need to do and take the opportunity and I think there are opportunities that are found in the market. I think there are rules that are available in the market that sometimes many people. Smith's because it wasn't written in the right way. It was positioned in the right away. So I would look for opportunities that are unique that give you a unique perspective because that's at the end is what I'm going to create the value differentiation and you so, you know you and your little different have a lot of fun because that's that's okay. I think it actually created for a very differentiated advantage in the market. What about sourcing if I wanted to get away from just asking my friends my circle and just internal thoughts are as another resource, but just out about looking around what resources would you recommend looking into? So I'm come from University of Chicago and back to have the Davis Center for leadership and strategy and they put on some interesting things. Like for instance. Once they have like a ballet dancer and they have the head of FBI in Chicago Bulls. About leadership and what it takes and one of the things I learned from that experience is that interesting people seek other interesting people and so I think having conversations and find venues where people are looking to find something different something intriguing and really selling that proposition. I think people get really excited by it. And I know I've been able to get some wonderful people through that those kinds of experiences and it really just bore out of you know, what do you do what's going on? You know, what's real is yeah, you know what, you know, what would you do on a Thursday, you know, so on and so forth. So those are the kinds of things I think that lead you to the conversations that gets you to an understanding of an individual and I think that's what you have to get to. Yeah. This is hard work right off totally agree with that. I think you need to also look in the unconventional places like Remus. We are not looking the conventional places red and the ability to spot Talent is that, you know, can this guy or gal? I identify Trends wage? They comfortable with uncertainty and ambiguity or tourists enough and they move as the deal requires, right and oh my gosh, so I have to I have to like interrupt you and just a second thoughts so important because this is Sookie deal individual is the case driver of the organization and not a lot of people understand that but Beauty on a point. That was a very bright in my head, but obviously didn't come out. But yeah, you're absolutely right you are the person has friends on or that's the number one race horse of the CEO and you have to drive that deal is nobody else is going to write everyone else is usual p&l. And yeah, I'm following a process and turning out twelve widgets a week always good. So yeah, totally agree. I get excited about that hundred people who do very well if you give them volumes of data to analyze they would powerfully job in two days. It's like so yep. Some job in two hours, right? And exactly that's yes right people like to talk about all we need this analysis. We need best data. We need that data and I'm like in ten minutes, you know, whether a deal makes sense or not, right? Because the way that you exactly structure it in the financial model would just the exact assumptions. It's probably not how it's going to come out at the end. The sausage is a little different at the end of the machine than what you put at the beginning it just that's inherent in the process. And then once you've done enough Selena deals with experience, you can say okay this type of deals. I need to judge just got Outta. Right channel doesn't work. Now you speak to the art of experience and I appreciate that the 305 forget either request for Marco if you share the hbr article that you referred to in the beginning. Yes. So this is managing yourself as human zoom out and buy Rosabeth Moss Kanter. This is in the March 2011 issue dead. And I love that article because it's like you have to be like two sided like one eyeball on what I need to accomplish this week this month now for the p&l and then the other eye has to be on my 17g. What am I learning towards? Where is this Marathon ending up working close to the hours. So last question I have for you guys is what's the craziest thing? You see that emanates hours. You gotta be wrong. Okay, so I was just telling this to kiss and and Rima the other day and individual plays also on this on this session and walk ins we were negotiating and a couple of years now and then we got into the negotiation the other party had brought in like very strong and hostage negotiators right season professionally trained hostage negotiators and integrators who capture all these bad guys have like integrated into the table and we would like dead. Dealing with here. Right but we went to the rigor of that was eye-opening and that deal didn't go through and then we had all kinds of repercussions thoughts on why this company was talking to those individuals and why they came at oh my god, let's point that territory because this was sort of everything about that was a little bit shady and I'm glad we got out and not got interrogated and weren't Acosta just weren't taking hostages interrogations of every day. How about you Reba? Oh my gosh. I wish we had more time in a couple hours in our hands or maybe a line or something. But this experience was in Boston and I say that way for a reason and that's all I'm going to say and it was a massage in Boston and it was a demolition business office and we had this pig and we put a lot of lipstick on this pig and you know, we meet several pitches and finally we got some people that you know took the bite so this guy comes in and he was laid first of all wage. Me nervous and like walking around peeking Through the Windows. When's he going to drive in once he driving how many people so I'm in the conference room and I'm looking out and I see this may balk black beautiful my gosh beautiful beautiful car. This man steps out. He is, you know balding and he's maybe like six foot seven and he's big he's huge and he's got a full length mink coat on and it's got jeans and boots and he's wearing pinky rings and he's with a guy and this guy and this is a middle of winter. This guy has on a wife beater and he's off jeans on and I'm like, what is this? And then there's two Escalades behind them would like to spin our Wheels going and I don't know. I'm just a little village girl from Lake Mary in society events see this. It was just unbelievable. It was pretty crazy. And then we sat through the whole reading where this guy kept saying you think you gotta do the deal on my okay? Our what money you gotta do the deal. It was it was one of them was difficult deals I've ever done in my life, but it closed and we sold the business and I'm glad it's my past but what an experience cuz I don't think I would have thought those individuals in my normal daily life in suburban Chicago land never happened. Yeah, right. I was like Wow mujhe video like no no no video the phones away like it was exciting the heart going a little but yeah, it was good though. They're called actually guys took anything in all the action used as time well, because covid-19 demedim a natural event that will be taken out of ebitda moving forward. So just you know, enjoy and do something fruitful. We will move Beyond this time compassion help your friends. There's a lot of people who need help and use the network to log. Exactly be good and be well, thank you. Great. Great guys, I appreciate it. Thanks so much. Thank you. Thanks so much for listening to this episode of m&a science. If you want to stay up-to-date on the podcast and all things m&a science, including our events. Make sure you sign up for our Weekly Newsletter packed Ami science.com m&a teams that use proven techniques deliver better outcomes agile. M&a is a science-based framework that focuses on a responsiveness adaptability and continuous improvements. You can view the whole book online for free at M A and if you're still using Excel trackers and old-school virtual data rooms that charge per page what a rip-off I highly recommend taking a look at deal room deal room is designed for collaboration with internal and external feeds off. Adeel room. To learn more you will also find lots of free resources templates ebooks guides. Thank you again for listening to emanate science. See you next time..

University of Chicago Boston Selena FBI Smith CEO Moss Kanter Chicago Bulls Rima Lake Mary Davis Center M A Sookie Reba Marco Chicago hbr Acosta
"m a" Discussed on M&A Science

M&A Science

07:15 min | 1 year ago

"m a" Discussed on M&A Science

"Patel founder and CEO of deal room. I spend ten years and have been advised her and after seeing a whole slew of industry-wide challenges in 2012, or I decided to pursue the dream and build the greatest software to manage emanate today joining me is nitin Kumar CEO of a pandemic name is a 20-year m&a veterans worked on over a thousand emails on all sides including emanate strategy commercial operational technical diligence integration separation. Most Diesel Performance Improvement for private Equity. Also joining me. Today is Thursday Franklin resident of Franklin Consulting Services. Rhema has held several corporate development roles and Industrials looking for ten years of having experienced. Today's discussion is a talent Gap in m&a. Everyone mentions and sells on the high failure rate having a at the end of the day doing deals is all about people the right strategies key, but more important is having the right people to execute I've seen a myself is a lot of m&a teams that aren't built out to do the deals. Well today, I'm bringing in experts with experience to wait on this so to kick things off was changing. The market wage is requiring a different need and talent you want to kick that often. Yeah, absolutely. So as I always say the business has changed drastically over the last ten fifteen years. I think I found particularly has remained the same as the same rigid playback same rigid process up front. Let's go back to Union and was changed. There's a number of different trends that are impacting. How a minute. True too wet. There is a delineation between the M&M process and value creation when I see how many process it's all the usual stuff integration management even planning check out. As Pearson energies and things like that. I think that has got his own place structure rigorous discipline. The value really comes in from creating value from the functions or creating value from a foundation of Destruction and functions. So the value Creations is really created by strategy and operations while the remote turns the correct. So that's one big Trend second many people sort of fall off the Chevrolet place in the choir, right? So the definition of a ceramic wire was doing consolidation Burgers back in the first part of this Century, right and now you have consolidation murders you imagine dragons you back wires. You come out Integrations and you name it if the people will cost around this, you know, occasional serial frequent. So I think there's no serial acquirer you a Serial acquirer of a certain age are given point in time. So you're a universal blame doesn't really apply right you live emerging disciplines like technology diligence and Commercial diligence in wargaming. I mean, lots of people are dead. Digital stuff now so bringing the technology is where the value is locked. You need to understand the stability the interoperability performance scalability all of that. There's that wage happening execution under uncertainty is a big deal. Right? I mean the market environment is changing does a whole bunch of structural changes take a look at go with great. You can run a play with now because you're off these are modeled in for a deal that was in flight. And now it's kind of, Parts. What are you going to do? If you run your mercy real flavor? I don't think that's going to create value bother to more friends. One of them is that I think synergies starting to mean less now, it's really about shareholder value traditionally people thought about costs energy Revenue Synergy. Now, you're talking about sequence of reciprocal structural beta synergies and all of that rates. There's a lot of the stuff going on the biggest change in my mind and how to create values the breakdown of functional integration and dividend destruction integration. Also integration was when you sort of Rome, Companies together combined the functions groups and combination of value to cut costs created a secret skill but you can't take that approach and move it into the structural part of it off industry structure and destruction is altering the landscape altogether, but the thing is about structural synergies and revenue synergies very you need to get the whole Machinery cross-functionally firings. You can figure your I move value everything is changing. The Advent of platforms is the new thing for Punk of the values outside the firm right? Think about an Uber or Airbnb your community management is the new HR rate. Your marketing is Dave roles and all these things know how do you contain functional integration approach moving to structural to a platform life has evolved a little bit right? So that's sort of where I see many of these Trends and deviating from the best one of the changes you see in the market Reba. I would just say very simply that I think the financial engineering element in deals has been optimized so dead. Really individuals have to look harder to have think harder and they have to really think about what is the Strategic value of what it is though that we have to do in terms of a deal structure and I think a lot of times what happens is that people, you know think of a deal is just making a widget and it's not making a widget you really have to think about how does this fit into the organization? What's the optimal structure for the organization to take advantage of the initial investment Theses that actually brought the deal forward. I also think another important thing. I want to pull out the Newtons folks who was a need for operational leadership. They really need to be in stride with your m&a team group lead. Whomever. If you don't have that kind of operational by in fact, I'm not going to see any of the results that sold the deal in the first place and if you don't have that, you're really setting yourself up for failure and I think a lot of times people think oh, you know, it's Jeff. Great deals a great multiple and it's going to be but really to me I didn't have to take a step back and think about how does it fit into the bigger picture? I really gets to one of the core competencies. I think you know, it's a nice to have quite frankly in an individual was running anime. M&a excuse me is really the ability to zoom in and then Zoom act so long. You gotta know the nuts-and-bolts of deal itself, right? And there's a hbr study that's based on this but I will apply it to M&T here is the ability to zoom. In fact the mechanics the innards of the deal, but then be able to zoom out and say well this is how it fits into the bigger story and you gotta be aligned to the bigger story and every organization has a story and if you don't know it then I thought that's an issue in onto itself because that's why you should be doing the m&a. So there you have it. That's what's changing. So, where is he a lot of different things happening with the deal's off? Which is around the deals. I think this is a good segue into what are the specific skills that are required for this current changed Market, you know absolutely can take a start for that. So as the deals of moved from a consolidation into the stuff that I just talked about right across industry has kind a countdown image degrees of freedom. If you think about the world functional expertise, if you are doing Finance ideas are real estate and supply-chain to an extent largely get across Industries and understand the Emily process and.

m&a founder and CEO Franklin nitin Kumar Patel Rhema CEO Franklin Consulting Services corporate development Airbnb Newtons Rome Dave Jeff
"m a" Discussed on M&A Science

M&A Science

05:25 min | 1 year ago

"m a" Discussed on M&A Science

"Not sure if you saw the Google spreadsheets demo where they have a similar example where you can essentially ask a spreadsheet of data question it all synthesized and give you a response back. Do you foresee the valuation of firms diminishing down due diligence to ongoing Kovac crisis. If yes, you see and recommend this to be the right time the eat deals if you exclude companies in financial trouble. The first question is who wants to sell their company in the cold with crisis if they are financially viable, so it's not a market out there. We can say Oh No Doubt With this strategy is can easily buy cheap companies if they don't want to sell you because they want to buy evaluation and you have a tough time to cherry-pick very good companies were very low price again, unless they are in financial trouble and you come in as a savior. It really depends on the specific market for Target companies that you're looking at even if the valuations quote unquote in theory will go down cause all the projections Etc might be not very good with three crisis numbers off. It's really I think still a tough Market Because by the founder you don't want to sell if the market is down maybe see more companies using automation during the covid-19 shut down or has it slowed down prices no matter if it's Financial or health or others is always creating pressure for companies to increase productivity to lower coughing. And it usually leads to an increase in Automation. And that's also what we see today from an sap point of view as a p has always been sailing through Christ is you know, very healthy manner because crisis creates need for more automation. There's no question about it. I would agree with I think that's what I've heard quite a few times. I wonder what your thoughts are in a meeting your m&a process and how you may be able to do trending across multiple Acquisitions. So they are tools out there. If you look at for example companies like mid-month or others that basically provide you with portfolio management and overview of potential careers and different cases and also an Athletics across different fields that will be done that are in due diligence and our integration to have like an end to Process Management tool. They will be a lot of opportunity wage. Is to compare different companies different integration projects different swim Lanes in the pre deal faces for the selecting different companies. I think that is all the way out there. I haven't looked at very detailed what exactly is there, but I've seen some glimpses of Frosty across process analytics that it used to know, are improve things that you're doing in different views last question doctor Carl. What is the craziest thing you've seen in m&a? Yeah. I think one of the craziest thing is what I call a cascading Integrations to basically acquire a company who has acquired another five to ten companies and you want to integrate the company, but what happened in the past the other thing companies were in integrating so you may have to integrate eleven companies instead of one so that certainly the huge challenge to integrate a lot more companies entities operations than wage. 4C before you jump into two Villages that tends to lead a pretty big mess. The girl. I really appreciate your time today in this conversation may be coming out you want to sort of add a little color or where people can learn more about it. Very simple go to my website of the call Pop. And there will be information about this great job. Thank you very much. Thank you for taking the time to explore the world of m&a with our podcast off. Please subscribe for more content and conversations with industry leaders. If you like our podcast, please support us by leaving a 5-star review and sharing it. I enjoy hearing feedback and connecting with our listeners home. You can reach me by my email. It's kissan k i s o n at deal room.

m&a Google doctor Carl founder Target
"m a" Discussed on M&A Science

M&A Science

07:46 min | 1 year ago

"m a" Discussed on M&A Science

"In preparing companies financially, and operationally froemming a apple raises and restructuring. Neil currently leads a team preparing companies for their most critical transitions with an emphasis on exits and acquisitions including corporate divestitures, which is our topic today. They will be discussing how to plan a divestiture from an accounting perspective. Kick things off. Can you describe your role bird, his partner and your previous experiment? Sure thanks in. So there's another founder yourself at. You can appreciate that there are quite a few roles at you have. A smaller company. But those that I spend the majority of time with our new one, just overall running the business. But also is the civically leading our exits acquisitions accounting advisory Sts I've spent over twenty years in merger and acquisition consulting majority of time spent on the corporate industrious. We're GONNA talk upset. Great let's talk divestitures divestitures. Where do you start with planning divestiture? You know the the The star is clearly defining what it is that yourself that is absolutely the most most critical staff at setting that you call the be the deal perimeter. In that, the the structure of the definition of what you're selling then drives the structure, the financial data that's going to be critical to getting the deal. And preparing it the way that we're gonNA talk about how we advise you should when you're when you're doing these these the dodgers and. The financial complexity that arises from this definition where information exists who can speak to it all line do to. What makes this challenging and in something that can take the does often take especially if you're talking about carve outs, quite a bit of time what can you elaborate about in terms of a difference between a typical private company that goes through sales process? Pretty familiar with versus when you're working with corporation that's carving an entity out. Yeah. So on the corporate divestitures where you're doing a car about those are always complex at level, some can be ridiculously complex and some can be much less. So because again, most of the time what you're celine has rarely been presented in the whole financially at. Apart from the care, it's a the The Times of that is not quite the case could be disposing of an entire segment, but even then your entire segment yet, it's rare that you're building complete standalone set of financial statements for that exact businesses being so. So the corporate carve out you know by definition you are preparing in marketing a business that never been looked at on a standalone basis and the management team or finance team hasn't ever hold together that group weight set of financial historical information alliance exactly. What's being sold because when you're doing this definition, I mean this definition of being sold or could be geographically based could be product base. We've even done it we we've done deals I. In contract base, I remember this one deal that would did a decade ago government contracts think we did thirty nine versions of the carve out financial statements because they kept. If it was all the fine by the contracts that were being sold in, they changed thirty eight times which contracts included and excluded talking about this model that we had a bill that had all the fight you know build out a full set of financial statements for specific. Dean soul band every time they added one or took one out the rerun entire model for the entire two or three years of history that you're representing as what was being salt. So he can imagine that you know the the corporate outs can be extremely complex from from that perspective like I said, there's always some level. What's. On a complete divestiture of a complete organization but said private private company. Those can have similar levels of complexity just for in somewhat different really driven by if you've just got poor finance team. Or finance processes and or technologies. So you could have a privately held company that's been on ended but not same level of scrutiny and granularity that you would have in an SEC was. For example, you can have a team that you have a founder. Organization who might have a family member as a CFO. Could have you could have a? A founder led organization that basic has done everything for financial perspective financial on cash face, and all they really care about is the cash flow but they're you know in reconcile the bank accounts but not necessarily getting everything in the right period and reflecting things accurately from historical accounting perspective. So that's that's where you can get similar levels of complexity when you're preparing financially as a standalone privacy versus the the carve out of corporate, it was interesting. The way you described carve out it sounds like it's not clear cut and dry. It's almost like there's a an infinite way to to slice and dice it's never come dry is everyone is different. And it's funny because you. You'll have you'll have some out there that can market that they've this maybe a secret sauce proprietary technology to execute it. Once. Taylor everyone's free there isn't there isn't some kind of Light Winston repeat process for doing a car you've gotta tailor your approach got Taylor the data extraction Taylor analysis for Andrew. What's the difference when you're working with a private company versus a public company when approaching carve out is it depends there on the type of Exeter carve out that they're doing most of. Well, it depends on if the public companies has really doesn't happen with a private, they're not going to carve out IPO or they're great. They rarely do that. But sometimes, you can have a public company that soon a car out divestiture. Vesting Tax Free Spinoff. Those are also normally larger deals and whenever you involve the SEC in something good skits tremendously more complicated, more expensive and more time consuming. So you think about this, the doing a tax-free spinoff is essentially idea. So you are you're taking a piece of a publicly traded company you're carving out in your going to issue existing shareholders. Exchanged exchange shares. So bravery share you own in the former parent company you're GONNA get quaint whatever shares in this Enzi that were spinning off. So you look at United Technologies that just did this when they merged with Raytheon and they became technologies at the same time they spun off Otas and they spun off carrier. Now those are complete standalone separate. Traded companies with no relation act. When you do that just like an IPO, you have to provide a standalone set of.

The Times founder SEC Neil apple partner dodgers United Technologies Raytheon CFO Dean Taylor Andrew
"m a" Discussed on M&A Science

M&A Science

08:13 min | 1 year ago

"m a" Discussed on M&A Science

"You've got a lot of small bits is pe. Firms looking to acquire and roll businesses and create value for shareholders in last. Year's decade or so. There seems to be a much stronger push compliment. You know the traditional organic ruth routes nine creation there with emanate strategy, inorganic growth strategy, and we've seen the compliments the recognition that emanate can't be ignored. As part of your growth strategy. In the more recent. Ordeal deal professionals. There's. Renewed demand for corporate teams to be bill within organizations and have a corporate development function as one of the functional areas of the company. and. I've seen with great success how adding that the Manet Inorganic Growth Strategy Can accelerate value-creation for shareholders? You just have a much more accelerated growth trajectory and aggressive growth mindset in the company that permeates the executives all the way through. The entire organization as Most rocky. Family. Houses were even public investments are gonNA want. Return. Value. Creation. Accelerating that is something that is going to be evaluated considered having emanate add to that growth trajectory is a great way to. Obviously build that road that aggressive growth culture in the company in also just show a lot of PNL. You know this this. Trajectory. Investors Onc- in order to create value. The second point I would add just as it gets more into really aligning your your emanate strategy with the overall strategy of the company. By biggest experience would the development has to be associated tied to the executive level decision making the organization you know that doesn't necessarily mean that the development representative is a CEELO. Hurson. Although they need to see that when I have direct experience with that at Livingston, which was a logistics brokerage and customs brokerage company where it was a fairly own corporate villain professional but has at the table with eight other from Chile executives and the as we determine where we were going to place our bets as a company where we wanted grow in how To use them needs it album it that strategy having seen the table lead the practice in strategy elements really align. Well, you were all trajectory, the Jacobs of the business. So that are deals were successful. You've had buying from all areas from executive leadership on down so that when issues came up when Sean mentioned, all the complexities of the emanate process can rear their head you have support all of Larry's novel use of. Problems and integrate business. You know in my mind integrations ninety percent of the success of the transaction, deal itself in terms and the reps award us. We're going to be campers into your success obviously up to get all that right but having at and if you add that line strategy between corporate objectives in a Much Higher News and. Make Sense Sean you mentioned that you need to align. Diligence members is part of. The broader strategy. Are there cases where they don't have a phone understanding of the strategy in how does that affect the deal right or any transaction Generally I mean, it seems like communication with those. Members at at the execution stage or even. Post closing in people don't understand the strategy. They're not necessarily drive to the result that you want. Have you seen a lot of that with experience with that? Yeah I mean ultimately as I mentioned. Strategy is really simplified things, right. So it's the understand what's important what are we trying to achieve because you know as you negotiate a purchase agreement as you work through? The integration process you have to know on. There's going to be trade-offs and you have to understand what are we trying to achieve? As a company and as teams grow the all teams can be very sizable. He'll teams that are twice and three times the number of. People in the actual company or acquiring. So Besides who the target company so When you have that side of a team it's really important that everyone really understand. Why are we doing? He'll like what are the ultimate objectives For the business. That's important as it relates to organic business itself as well but it's even more important as relates to the. An acquisition. Obviously there's a certain level of like blocking and tackling you need to do that's just basics and that sort of table stakes. But ultimately, you know what? What are we trying to achieve here and from what I've seen? You know especially in the integration process that can be the integration itself can take years and you may not get to the integration for. Twelve months. So by the time, there's so much time that's gone by we need to really make sure that the team is aligned ultimately. Y. Y. You're doing the guilt. And that's critical. So you settle processes and procedures and you'll align the team and you're like, you have a communications plan internal communications plan to address. Those concerns and issues. Yeah. I agree sharp point. It's a good question ban I you can have a lot of problems at up if your strategy and the rationale for your efforts in investment aren't really articulated reorganization obviously leisure even all the way through. Grecian teams which. Mentioned can you'll team during the regime's get arch? It's Makes Sense to have the corporate development teams understand that it's their role to help communicate that overall strategy to the entire team? You know we sometimes can get dialed or stuck in a bubble where you just assume that everyone understands the strategic rationale behind your investment. That's not always the case it's not going to be. The case is you gotTa Work Your Way Down Through your musician you know and taking a step back having a broader understanding of the gruber development level or even at the leadership level wire doing. A is important mean for example, Kenny simple in my current role, it's really just about building markets. We're trying to be calling the largest. Player in the United States market and the global market but me personally right team in the US. So would agree that it's it's building marketshare share building quickly equipped with Gripe brand in the eighteen at. Heart of government teams positions where our intention was to add a new product line or ruling Versu- fi of the sales channels or arrows in the quiver as you will. See Teams. Grow your acquiring new business for. Particular Technology. Market show income leader. So understanding some of those key drivers or the acquisition we'll help obviously communicate that is Asian in align your your teams to participate in a successful integration. That help achieve that AL raw strategy as John mentioned it doesn't happen or time. No. Always Joan. Government. Provision to leave with deals you. Get to deal with. The Not Fund Stop the comes up with.

corporate development Sean executive US Chile AL Jacobs Joan representative Larry Kenny John
"m a" Discussed on M&A Science

M&A Science

02:05 min | 1 year ago

"m a" Discussed on M&A Science

"You I wasn't <Speech_Male> in an earn <Speech_Male> out per se but <Speech_Male> we have done things <Speech_Male> like technology wise <Speech_Male> where <Speech_Male> it bears like an upfront <Speech_Male> payment and <Speech_Male> then there's <Speech_Male> Payments based <Speech_Male> on. You know if <Speech_Male> you get certain claims that <Speech_Male> you can make on a product <Speech_Male> will pay <Speech_Male> you X. amounts <Speech_Male> if it's <Speech_Male> lower claims <Speech_Male> that don't give us that much <Speech_Male> benefit, you don't get <Speech_Male> anything <Speech_Male> and so we've done that <Speech_Music_Male> weird said <Speech_Male> you know if you get us <Speech_Male> a superiority <Speech_Male> claim <Speech_Music_Male> that's better than <Speech_Music_Male> the competition <Speech_Male> and your technology <Speech_Male> gets that <Speech_Male> <Advertisement> will give you a big number <Speech_Music_Male> <Advertisement> if it's the same <Silence> <Advertisement> than it's. <Speech_Male> Worth less <Speech_Male> than <Speech_Male> you know we've spent you <Speech_Telephony_Male> know low amount of money <Speech_Male> to take a chance. <Speech_Male> So <Speech_Male> count because we weren't acquiring <Speech_Male> anything, <Speech_Male> but we <SpeakerChange> will do <Speech_Music_Male> creatives that. <Speech_Music_Male> <Speech_Music_Male> Ryan thank you so much for your <Speech_Music_Male> time. <Speech_Male> Enjoyed <Speech_Male> her beat anybody <Speech_Music_Male> has any questions <Speech_Music_Male> feel free to reach <Speech_Music_Male> out to Brian or myself <Speech_Music_Male> A <Speech_Music_Male> connect <Speech_Music_Male> with us <Speech_Music_Male> <Advertisement> in. <SpeakerChange> <Music> <Advertisement> Scrape up. <Music> <Silence> <Advertisement> <Music> <Advertisement> <Music> <Music> <Music> <SpeakerChange> <Speech_Music_Male> <Speech_Music_Male> Thanks <Speech_Male> so much for listening <Speech_Music_Male> to this episode <Speech_Music_Male> of Emini Science <Speech_Music_Male> <Advertisement> if you WANNA, <Speech_Male> <Advertisement> stay up to date on the <Speech_Music_Male> <Advertisement> podcast and <Speech_Music_Male> <Advertisement> all things emanates Tian's <Speech_Music_Male> including <Speech_Music_Male> our events. <Speech_Music_Male> Make sure <Speech_Music_Male> <Advertisement> you sign up for our weekly <Speech_Music_Male> <Advertisement> newsletter <Speech_Music_Male> <Advertisement> at 'em. <Speech_Music_Male> <Advertisement> SCIENCE <SpeakerChange> <Speech_Music_Male> <Advertisement> DOT COM. <Speech_Music_Male> <Advertisement> Emanate teams <Speech_Music_Male> they use proven <Speech_Music_Male> techniques <Speech_Music_Male> deliver better outcomes. <Speech_Music_Male> Agile <Speech_Male> Manet is <Speech_Music_Male> a science based <Speech_Male> framework <Speech_Music_Male> F- focuses <Speech_Male> on responsiveness <Speech_Male> adaptability <Speech_Music_Male> and continuous <Speech_Music_Male> improvement. You <Speech_Male> can view the whole book <Speech_Male> online <Speech_Music_Male> for free <Speech_Music_Male> at Agile <Speech_Music_Male> M. A. <Speech_Male> <Advertisement> Dot com, <Speech_Male> <Advertisement> and if you're still <Speech_Male> <Advertisement> using excel trackers <Speech_Male> <Advertisement> and old school <Speech_Music_Male> <Advertisement> virtual data rooms <Speech_Music_Male> <Advertisement> that charge <Speech_Music_Male> <Advertisement> per page water <Speech_Music_Male> <Advertisement> off I, highly <Speech_Music_Male> <Advertisement> recommend <Speech_Music_Male> <Advertisement> taking a look at <Speech_Music_Male> <Advertisement> deal room you'll room <Speech_Music_Male> <Advertisement> is designed for collaboration <Speech_Music_Male> <Advertisement> with internal <Speech_Music_Male> <Advertisement> and external <Speech_Music_Male> <Advertisement> teams. <Speech_Music_Male> <Advertisement> visit the room <Speech_Music_Male> dot net learn <Speech_Music_Male> more. You'll <Speech_Music_Male> also find lots <Speech_Music_Male> of free resources, <Speech_Music_Male> templates, <Speech_Music_Male> e books, guides. <Speech_Music_Male> <Advertisement> <Speech_Music_Male> <Advertisement> Thank you again for <Speech_Music_Male> listening to emanate <Speech_Music_Male> science <SpeakerChange> <Speech_Music_Male> next time.

Emini Science Ryan Tian F Brian
"m a" Discussed on M&A Science

M&A Science

02:30 min | 1 year ago

"m a" Discussed on M&A Science

"Hello May France. This plant is brought to you by deepest. NAYS. Coming back. Will you to void Western hundreds of hours, men, as you know, traffic and building our reporters? Do you want to make the process more efficient fly-half grain used view dooms name management software, the time headaches and improved abrasions realized valley faster learn more at Beulah dot net. The deal? That was my lovely daughter Shyla. If you want to keep up with the latest on emanate science are live streams networking events. When you released new resources, Bizet M A science, DOT COM and subscribe to our newsletter. You can also follow Arlington Page to catch highlights of our interviews and if you like our content lease della friends. So we can keep growing our community of or thinking emanate.

"m a" Discussed on M&A Science

M&A Science

02:56 min | 1 year ago

"m a" Discussed on M&A Science

"They're doing their part looking into the company configuring the value I'm curious to know. How do you set the expectation? Because a lot of times people are busy running a fulltime role and to be able to pull them in the last thing they want to do is dig into another company that's going to be potentially acquired from Your Business, I actually get them to really. That sets expectations and sort. of M-. I. Imagine. The biggest challenge is just managing the details and making sure things are acted on. Resourcing deal teams is can be tricky. So we don't have a centralized team. We have a a few people across our thirty, five thousand person company that do what I do and the rest everyone else on our teams have a fulltime job already in as you say, they're they're not waiting around for me to come knocking on their door asking to give them some more work. However, that said I also don't find it that difficult to get people interested in in doing an acquisition, think it's it tends to be somewhat different from their their daily work and it's a project based activity. So you know it's it's not. It's not the everyday same repetitive tasks maybe. Some people are very interested in taking on that new role. Maybe they've done it before maybe they haven't which had some additional interest to it. However you know. Sometimes you run into a situation where you know they just don't have the time and they've already, they're already dealing with law there. Everybody tries to maximize their their their their use of resources or optimize use of resources and not keeping a lot of people around on the bench waiting for for products do so. I. Think sometimes you have to, sometimes you have to escalate situations, but for the most part. Find that people want to participate. It's it's an interesting activity. It's confidential, right? So they're not really able. We have them sign NDA internal NDA's so they're not sharing information with not only extra Lee certainly, but internally with their colleagues as well and it's interesting I..

Lee
"m a" Discussed on M&A Science

M&A Science

05:54 min | 1 year ago

"m a" Discussed on M&A Science

"So in my past experiences I've been working on integration from the procurement or the procure to pay standpoint, so I would be meeting with the individuals responsible for procurement and accounts payable at that company, the acquired company, so those would be my key people, and I would meet with them regularly to kind of work through all of the action items that we have to do to accomplish the immigration. Your communication plan is GonNa include training decks for live trainings. They'll wanNA highlight everything. They need to know and customize the information for. Each acquisition you may also want to build out a series of short on demand videos, so these can be really helpful after your live training, so employees can go back and revisit the information where they have questions or they don't remember something from the live training. and. These are a little bit more difficult to customize quickly. CEO WanNa. Keep them generic with kind of how to information divided by topics that it's very easy for them to find what they beat. You're gonNA have your email. Communication templates soil have a whole array of communications at different milestones. You can use an html template that way your entire company can all have. Communications that look and feel the same and are on brand with your company. And then you customize them for each communication, and then lastly you can also build out. Or online resources for employees. So dive deeper into the information that they received in communications in training and make more information available on a specific topic. You'll want to consider where you host that information, so depending on access may need to be on the acquired companies, internet or Once they move over at a further integration standpoint than you can host it on your Internet, or perhaps you have a shared document repository our website that you can use interesting. I particularly like the par around Maj, the spend differences. Because it seems like that would often be the friction point especially when people all the sudden have new policies and procedures than..

WanNa CEO
"m a" Discussed on M&A Science

M&A Science

03:59 min | 1 year ago

"m a" Discussed on M&A Science

"With short standups so as the process continues, we're creating a status update meetings that are short last twenty minutes, and everybody huddles together. They give each other update on what their past activity is what they're going to be doing till the next meeting and then any blockers or showstoppers, and his creates is very dynamic interactive way of working together because you're having more frequent touch points. You're holding yourself accountable of what's going to get done and you're. You're able to quickly identify any problems and issues, and this helps with a lot of those dependency issues that come up the structure, I, think another point to instead of having large groups, particularly integration that are does designated as functional work streams. Instead you're creating smaller cross functional teams that are focused on a specific goal so that the first episode prioritize your value drivers of the deal extended with goals around de cheating those value, drivers and building cross functional teams I. It misses something from the software world where traditionally they would have her back in programmers team front end eight so forth, and it was highly inefficient, very expensive and unproductive develops offer, but as a mood agile model they would have a person or two from each group able to form a cross. Functional Group actually executes on a specific feature the. Of that software, and then they're able to go about on their own and deliver on it with independently so that ideas to bring that same model Tammany so that you can create series across functional teams that deliver, and so it's a very different approach. We look at that, because now we're creating the beginning to end process. It's very responsive and the way we prioritize things the way the meetings are conducted because. Because they're they're coming short more frequent faster meetings away. Informations getting distributed distributed by using chat project management tools, so there's a continuous flow of new information that comes in and people can respond to a and if there's a need to trigger a change in in goals because of new formation that comes in it becomes much easier to quickly realized your teams around these new goals, and that these cross functional teams. Create an organization allow teams to. You know there's a lot there and then me just go back. Just said that people are saying. Let me let me sort of. A recall just said in sort of put it back to you. the big change with age alumni is brings the practices that we've seen in agile. Software Product Development. few things you mentioned festival I think bringing the notion of a product backlog in other words, batsman networks in the software industry bring that notion into an and I. Have lost meetings, which is like you'll stand ups. ramp-up on accountability so that people are accountable and then made big countable. Then we talked about having value drivers in other words. Don't Organiz your teams. According to the company divisions are a marketing finance legal it instead, Organiz your teams, according to the value that you're delivering, which is cross functional at the last thing you mentioned. Is this whole notion of transparency? So everything you do is through the tools we use. IS OPIN STRAIGHT UP? Everybody gets the whole story. There's no cover up. It's.

Tammany Functional Group Product Development.