The company was based in Argentina and focused on the Latin American market. It merged with another company in January 2017. Monthly meetings were held to review forecasts, understand deviations, and address issues at both the micro and macro levels. The goal was to professionalize areas, grow revenue, differentiate the business, and move away from being a lifestyle business. However, excuses were made around not having enough manpower, business development hours, or time and money to achieve these goals. The client base analysis showed most revenue came from a few major US-based clients. Looking ahead, inflation, exchange rates, and rate pressure were concerns.

2. Previous Company Overview
• Based in Argentina
• Focused on the LATAM market
• Lifestyle business
• Merged to another company in January 2017

3. Work Dynamic
Monthly meeting
• Forecast to actual performance
• Excercises to understand deviation
• Micro (Wide gross profit spread between accounts)
• Macro (General economic climate impact)

4. One Purpose: A sustainable business
Goals:
• Professionalize areas
• Grow revenue
• Outgrow the lifestyle business model
• Differentiate

5. The excuses
• Professionalize? Not enough man power
• Grow revenue? Not enough BD man hours
• Still a lifestyle business? Partners can’t delegate
• Differentiate? Not enough time nor money

6. Time pressure and Responsibility

7. Client base analysis
20%
80%
20%
80%
Type
End Client MLVs
Spread
End Client 2 main MLVs Other MLVs
Location
End Client US Based Others

8. Client base analysis
20%
80%
20%
80%
Location
End Client US Based Others
72% of revenue from US based MLVs
No data by account or vertical.
Unmeasurable threat

9. Looking ahead
....................................................................................................... At Home
• Inflation >> Cost increase
• Exchange rates >> Below inflation levels
• Rate Pressure >> ...

10. List of Pains
HISTORICAL
• - Revenue / Man power
• + Local Competitors
• + Dependency from partners
• - Spread of Revenue
CURRENT
• + Changing landscape for clients
• + Pressure > costs & rates

11. Scouting for new partners
Must haves
• Fill the gap
• Bring talent
• Leverage on synergy
• Efficiency gains
Soft Side
• Shared Values
• Shared outlook
Would we be happy to work together?

12. Merger decisions milestones
Perception
• New roles
• Economical terms
Reality
• Agreement on goals
• Planning

13. Sum up
• Regular review of plan against goals and purpose
• Analyze causes of deviations
• Analyze threats & forecast possible new ones
• Apply the Pareto rule and find actions to tackle the “20% of causes” that matters.
• DO take action.

14. If you are not the disruptive force for your company,
someone else will.