Bhadale IT -Exit strategy.pdf
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This is our presentation for the investors along with the exit options and approximate value generated by our startup.
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Bhadale IT -Exit strategy.pdf
- 2. Objectives - Looking into Various Exit Strateg i es > M&AOpportun i ties > Public Offenng > Management buyout > Strategic Acquisition by 3rd party > Acquihires > Liquidate
- 3. Table of Content 01 Introduction •BriefDescriptionAboutTopManagement •OrganizationChartwithkeypeopleinvolved •MilestonesAchievedDuringFY12-22 •OwnershipPatternofShareholders 02 Moving Ahead Towards Exit Stage FirmFundingCycletoRaiseCapital 03 What are Different Ways to Exit •InitialPublicOffering •ManagementBuyout •StrategicAcquisitionbyThirdParty •Acquihires •Liquidate 04 05 06 Initial Public Offering • InitialPublicOfferingProcess 07 Management Buyout • ManagementBuyoutProcess 08 Strategic Acquisition by Third Party •Strategicacquisitionbythirdparty process 09 Acquihires •Acquihiresprocess Liquidate •Liquidateprocess •SPAC Merger SPACMergerprocess 4
- 4. 01 Introduction Milestones Achieved During Y ears FY2012- 2 0 2 2 Brief DescriptionAbout T op Management Ownership Pattern of Shareholders Organizational Chart with Key PeopleI nvolved s
- 5. Brief Description About Management Theslideprovides information-about the keypeople who are currentjy associated with our firm intermsof thefounders, investors, employees, andamountoffunds generated, etc. 7 Founder ' Vijayananda Mohire Initial ideas of a startup seeded in – 2012 Location – Toronto,ON Investors Vijayananda Mohire Funding Advisors Family Raised 01/2012 + Canadian Federal grants for training and startup support Startup Valuation price 2022 T echnology o SaaS Delivery Model-Solution Café o Fastest and accurate solutions 35k ICT Council of Canada MaRS, Toronto,ON ICTC, Toronto,ON Response time per request (typical real world problem) 1 day+ Our performance 30+ more days Competitor X o AI & quantum computing platform 50+ industries served 1000+ Ready to use solutions VentureLab, North York, ON JVS,Toronto, ON o o
- 6. Organizational Chart with Key People Involved 8 C Business Owner Vijayananda Mohire C Resident Representative– India Vijayananda Mohire C Resident Representative - Canada Zoheb Kherda
- 7. Professionals having interest in the startup, post acquisition 8 C Vijayananda Mohire C Kiran Zoheb Kherda Individual interest / agreements/buyout options are needed prior to engaging with the professionals. We do not have details of prospective buyers or offer details This list will be populated once other prospective members show their interest
- 8. Ownership Pattern Vijayananda Mohire 100% - see Note 1 Note 1: Majority of the assets have been developed by Vijayananda (Business owner) with minimum external help or investments Representatives do not hold ownership, nor are liable for any risks or liabilities
- 9. Milestones Achieved during Years FY12-21 Theslideprovides lnformotion about the key milestonesfirm hos achieved in the postfewyears. 10 Jan FY12 Informal spin off of family business entity Idea seeding Jun FY14 Initial Services, Products Launch Dec FY14 Start of Scaling of Offersto1000+ concepts Dec FY20 Completion of Scaling of Offersto1000+ concepts Apr FY22 USD 100M worth value creation development work completed
- 10. 02 15 Moving Ahead Towards Exit Stage Firmfunding cycle to raise capital
- 11. Firm Funding Cycle to Raise Capital 16 Note Now our i founder is looking for an exit option and would like to sell 100% of company's stake through any of the suitable exit options Seed Stage: •After the process being vetted & validated •Founder makes investments •Funds raised: $5k Early Stage( 1st): •Founder + Parents + Fed invests •Funds raised: $20k •Federal Grants: $5k •Startup trainings:$5k Proposed Early stage funds: •Funds to be raised : Based on market valuation & buyer’s offer price
- 12. 03 What are Different Ways to Exit Firm ? 20 Exit Approaches
- 13. What are Different Ways to Exit Firm? 21 Ini tial Public Offering (IPO) •Selling partof businesstothe publicinformof shares • Publicshares Issuance helpsfirminraisingcapital from publicinvestors • LiquidityEnhancement Strategic Acquisit ions by Third Party , Venturebackedcompaniesl ookout orstrateg i cacqu i sitions , Acquirerhadanoptionto retain managemeliteam, maymakesubstantial changesinfirm's operations,stallandbusinesslines Management Buyouts , Company's managementteamacquireitsassets andoperationsfromitscurrentowners , Financedthroughcombinationofdebt or private equityInvestment , Debtis collateralizedby companyassets , Provides OwnerswithImmed i ateLiquidity Acquihires •Acquiring a company primarily to recruit its employees, rather than to gain control of its products or services •Is a mixture of Intellectual Property assignments, transfer of various web assets and an employment agreement •Acquihire valuation is mainly based on your employees' perceived value to the buyer. Liquidate •Recoveries through asset sales to raise capital for any debts •Preferences to sell and debt clearance SPAC merger •Is a shell corporation listed on a stock exchange with the purpose of acquiring a private company, thus making it public without going through the traditional initial public offering process
- 14. / 22 04 Initial Public Offering Initial Public Offering Process
- 15. Initial Public Offering Process 23 Strategic Considerations & IPO Planning IPO Preparation IPO Transaction Being Public 12-24 months prior to IPO 1-6 monlhs prior to IPO 06-12 months Prior to IPO PostlPO > IPO Readi ness Assessment and Diagnosis > Build IPO fact book, tune business plan for presenting for bank, investors & analysts > > > > Draft Offering Prospectus Manage Filing Process Launch i nvestor roadshow to attract right customers > > Mobilize I investor Relations Han dle i nvestor expectations through efficient forecasting > Set up IPO Project Management Office and Resources > Develop external IPO team consists of bankers, lawyers, & auditors > Provide highquality external reporting & disclosures > Due diligence Process Initiation
- 17. 31 Management Buyout Process Employees Owners Establish Credibility with owners Opportunityto Purchase the Business you work for Assess the Opportunity& Risks Assess the Commitment Required (e.g. Money, Managers & Time) Write Business Plan Negotiate Terms of the Sale Raise Finance Complete Due Diligence Close Deal
- 18. .. 06 Strategic Acquisition by Third Party Strategic Acqu i sition by Third Party Process
- 19. Strategic Acquisition by Third Party Process 3 > Corporate M&A S trategy • Buy& Build • Acquisition • Classic M&A > M&A Organization > Processes&Tools >Inorganic Actions Defined > OnGoing Market Scanning > Target Identification > Target Due Di l igence > Valuation > SynergyAssessment > Program Structuring > Day one Planning > I ntegration Master Plan > Leadership& Orga.nization > Communication Ronout > Cultural Assessment First 90 Days > FunctionalI ntegration > Risk Management > Organization I ntegration > BenefitsTracking Follow a tiered approach to protect existingvalue while creating new Day 91 to 2 Years > IT Functional I ntegration > En d-State Operation Model > Portfolio Management Track beyond the traditional 90 days, particularly revenues M&A Strategy Target Screening Due Diligence Pre-Close Planning Post close implementation
- 20. .. 07 Acquihires Strateg i c Acqu i sition by AcquihiresProcess
- 21. Acquihiring Process 23 Stakeholder Considerations & buy in planning Collaboration Thesis Startup Curation, connect & select Negotiate & Finalize 12-24 months prior to start 1-6 months prior to start 06-12 months prior to start 1 month to start > On-board senior leaders, site leaders, product leaders, corporate Dev and Strategy > Identify areas where capabilities can be acquired, like skills, teams, talent > > > Draft assessment metrics & dashboard Prospect with startups > > > Negotiate terms Prepare transition plan Realign teams and assets to newer corporate plans > Set up Project Management Office and Resources > Develop a plan > Due diligence with leaders Initiation > > Curated list of startups based on fitment & scores Initiate , connect and interview resources
- 22. .. 08 Special purpose acquisition companies (SPAC) merger Strategic Acquisition by SPAC mergerProcess
- 23. Source: PwC
- 24. .. 09 Liquidate Strategic Acquisition by Liquidate Process
- 25. Liquidate Process 23 2 years prior to start 1 year prior to start 3 months prior to start Image source: Internet; no intention for copyright infringement
- 26. Our preferred exit option •Strategic buyout by third party with some steps from Aquirehires that enable better insights of the asset quality, buyout clarity and several options for investors to look into. •A Win-Win situation should is preferred as arguments, disputes, and blame games do not take the situation anywhere •Always remember that there are ample opportunities, talent and companies available in the open market that have niche skills, and talent that might not always fir into your exact needs. • Money is just a number and a figure, that needs good and honest people to take care off without a need for the Fed to write off debts •Sustainability and global working conditions, licenses , relocation and care for the human values always are needed to support inclusion and non-discrimination
- 27. Thanks for Watching Email Address ' ) vijaymohire@gmail.com Contact Number +91-9741040195 Disclaimer: Images, logos, & publicly available content have been used for illustration purposes only. We have no intention for any copyright infringement