Pheonix 360 (2)
- 1.
- 2. Why Now? 1897 - 1904 2002 – 1916- 2006 1929 1992- 1965- 2001 1969 1981- 1989
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- 4. Why Now? Basel III Separation of Bank Risk Bank Cyclic banks and Mitigation protection private equity requirements requirements groups
- 5. Why Now? Recovery Aerospace Automotive
- 6. Work Challenging Rewarding Success Thrilling Exciting
- 7. The Team LesSmith Business Development – Cost – Sourcing Bill Collins Business Development – Special Projects Spencer Business Development – Process Howard Gray Business Development – Sales Chris Webb Business Development – Lean
- 8. Starting point Investor Old Co Target Old Owners New Co Mezzanine Debt Senior Debt
- 9. Day 1 Businessmodel – What went wrong & what will we do OLD COMPANY NEW COMPANY 1) Did not allow for contraction 1) Review requirements 2) Expensive leases 2) Strategy 3) Diversified 3) Risk 4) Control 4) Relocate (attract Funding) 5) Release non core business 6) Sales
- 10. Day 2 Financialcontrol OLD COMPANY NEW COMPANY 1) Finance 1) Cash Flow control 2) purchases 2) Purchase sign off 3) Tax 3) Tax planning 4) Transaction mapping
- 11. Day 3 Projectplanning OLD COMPANY NEW COMPANY 1) Not following plans 1) Check process map start to 2) No standardization finish 3) Lack of understanding 2) Sign off milestones for projects 3) Ensure customer requirements 4) Product improvements
- 12. Day 4 Sales OLDCOMPANY NEW COMPANY 1) Organic 1) Create a customer hit list 2) Not targeted 2) Build a relationship 3) Not the best 3) Win contracts that are right 4) Implement a full CRM system
- 13. TAX Only complete transactions that make economic sense Map losses back to ensure correct tax route and prevent future losses
- 14. Metrics Are theyright. OLD COMPANY NEW COMPANY 1) Are the Metrics Right 1) Right metrics 2) Are they achievable 2) Focused 3) Are there too many 3) Short term 4) Mid Term 5) Long Term
- 15. Improve From day oneimprovements can be made. During the early stages of the business recovery effort business improvement projects will be identified, prioritised and implemented to reduce waste. We will not attempt to eat the elephant.
- 16. Sale Exit Scenario Investor – Realised profit Old Co Old Owners Realised value New Co for sale Mezzanine Debt - Paid Senior Debt - Paid
- 17. Current Projects Table IP A Dyson fan style Sales improvement Interest from turbine projects. Virgin Recycling system Air Lingus Air Canada Qantas
- 18. Thank you foryour time Any questions ?
Editor's Notes
- #2 To provide a complete turnaround service for banks and other institutions, from lead generation to sale, or return on investment.
- #3 19th – 21st century boom and bust era’s.Waves of Merger and acquisitions and halted by legislation & economic turmoil.Along side Boom and bust cycles.Start of another cycle.
- #4 Market cycle
- #5 Bank liquidity and capital adequacy rules– Banks forced into short term reform quickly for long term stability.Strengthening balance sheet – have too many risky assets – hence the sale of Private equity armsPrivate equity groups could spear head next cycle
- #6 Recovery cycle – we are starting to see a strong recovery in the jobs market for bothAutomotive and Aerospace industries.
- #7 Personal Drive – Good Team Discipline – Work ethics more like business owners than employees
- #8 Team attributes
- #9 Align purchase with exit strategy – Coopers & Lybrand - manage incapacityInsolvency practitioner + Financial Engineering + Future plan = Successful sale.
- #10 Companies grow during the good times allowing little space for contraction often taking up leases that are only good whilst work is available.Diversify into areas where they cannot compete.Loose control of costs and cash flow.Directors loan accounts out of control leaving large debts.
- #11 Loose control of costs and cash flow.Directors loan accounts out of control leaving large debts.Make manager more aware of tax and legal issues
- #12 Ensure customer satisfaction is met in full and on time – Cost – weight – quality.
- #13 Customer relationship is critical to growth – so is winning business that is deliverable and right for the bussiness.
- #14 Employ a Tax strategythat will empower managers with tax & Legal knowledge – this could save 5-10% on bottom line
- #15 Example:- Is turnover a good metric for a wine company – Assets worth more with ageStatements like “right first time” are often seen without any instructions on howStatement : short term metrics alone will divert attention from the overall strategy
- #17 Future state – exit strategy - explain