Dynamic tailored transformational learning experience for progressive
value creation leaders in Private Equity
Traditional PE value creation 'modus operandi' is now a commodity in the fourth industrial revolution - cost reduction is PE 1.0, financial engineering is PE 2.0 and commercial productivity is PE 3.0. PE 4.0 will require new value creation capacities - leading/managing through change and solving difficult problems.
Project 1Pathway to Prime: for achieving short-term wins (learn/educate).
Project 2 Mining for Growth: for medium-term opportunity executing in 30-60-90 days (develop/perform).
Project 3 Prime: for achieving: long-term growth, scale or exit-transition (embed/transform)
Team | Collaborate
Innovate | Synergise
Implement Decisions Successfully
Designed for 'Full-Time' Companies
Action Plan | Results
What PE Value Creation Consultant company engagements can include
Different ranges for different results.
Meeting options: In person or weekly, monthly or quarterly sessions (Zoom or other related platforms).
Premium digital media content to reinforce topics/themes (1-year license).
Signed copy of "ALPHA Project 4.0 - The pathway to accelerating next generation middle market business" by John Grisby/Prof of Practice.
Coming soon:"ALPHA Project 4.0 - The pathway to accelerating next generation middle market business" audio chapter breakdown by John Grisby/Prof of Practice.
PE with portfolio companies on 'Growth' side of the Company Lifecycle (either ‘Go-Go’, ‘Adolescence’ or ‘Prime’).
Situation #2: PE Value Creation Consultant or portfolio business ‘existential crisis’ forced to invest effort, money and time ‘firefighting’ reacting to problems/challenges beyond capacity/ capability to control (abnormal problems/traps/prematurely ageing).
Situation #3:Opportunity to M&A or Exit-Transition and need to accelerate growth, scale, EBITDA or value creation (typical problems-opportunities).
Situation #4: PE Value Creation Consultant reactive to problems/ challenges beyond beyond capacity/ capability to deal with.
Situation #5: Using future focused and/or non customised change/growth solutions, which treat all businesses as equal when they are not (i.e. fast growth, stagnant plateau or disintegration/ turnaround).
Situation #6: Portfolio business transitioning from strategy/process/ technical optimisation to people/ performance optimisation (i.e. from Lean, Six Sigma and Agile process to leadership/management capacity and capability building engagements).
Data demonstrating business results from using Company Lifecycle Methodology, +10% revenue growth after one year, +25% average EBITDA after one year and top quartile +43% growth in EBITDA after one year.
Balance entrepreneurial drive with structured management.
Multiply EBITDA in accelerated time scales (1-2 years).
Manage resource constraints caused by new opportunities and fast growth.
Identify root causes and resolving core problems.
Create 'Fast Track'/'High Growth' business practices.
Position business for year-on-year growth, new investment, trade sale or IPO.
Predict future problems to allocate resources.
One 'best in class' standardised process applies to any business,