Alex Sauter’s Post

Our colleague Curd Vandekerckhove was recently invited to conduct a study of the portfolio companies of a #privateequity backed fund.   In the course of this investigation, he discovered a number of interesting gaps in what the CEOs were expecting the private equity teams to provide as support versus what they were actually receiving.    Some of the areas where the portfolio companies were expecting more support included: 🎯 Support on #strategy setting (framework & methodology) 🤝🏻 Higher quality on content discussions during formal reporting moments 🧑🏽🤝🧑🏼 Support on people and organisational matters, including strengthening of corporate #culture 💶 More support on commercial matters including business & market analysis 🔩 Support on #postmergerintegration of bolt-on acquisitions 📚 Learning from the network of other portfolio companies   One of the ways to help bridge this gap is creating a shared #playbook between the fund managers and each portfolio company. Such a playbook goes beyond aligning on outcomes and process; it also includes expectations on roles, resources, support, and a mechanism to review and re-set expectations.   What gets in the way of cooperation between your executive team and your PE team? What helps strengthening that cooperation?   Curious to learn from your experiences; you can also check out our approach on creating a shared playbook within private equity portfolio companies (see link in comments).

Our colleague Curd Vandekerckhove was recently invited to conduct a study of the portfolio companies of a #privateequity backed fund.   In the course of this investigation, he discovered a number of interesting gaps in what the CEOs were expecting the private equity teams to provide as support versus what they were actually receiving.    Some of the areas where the portfolio companies were expecting more support included: 🎯 Support on #strategy setting (framework & methodology) 🤝🏻 Higher quality on content discussions during formal reporting moments 🧑🏽🤝🧑🏼 Support on people and organisational matters, including strengthening of corporate #culture 💶 More support on commercial matters including business & market analysis 🔩 Support on #postmergerintegration of bolt-on acquisitions 📚 Learning from the network of other portfolio companies   One of the ways to help bridge this gap is creating a shared #playbook between the fund managers and each portfolio company. Such a playbook goes beyond aligning on outcomes and process; it also includes expectations on roles, resources, support, and a mechanism to review and re-set expectations.   What gets in the way of cooperation between your executive team and your PE team? What helps strengthening that cooperation?   Curious to learn from your experiences; you can also check out our approach on creating a shared playbook within private equity portfolio companies (see link in comments).   #growth #reactingorcreating

Our colleague Curd Vandekerckhove was recently invited to conduct a study of the portfolio companies of a #privateequity backed fund.   In the course of this investigation, he discovered a number of interesting gaps in what the CEOs were expecting the private equity teams to provide as support versus what they were actually receiving.    Some of the areas where the portfolio companies were expecting more support included: 🎯 Support on #strategy setting (framework & methodology) 🤝🏻 Higher quality on content discussions during formal reporting moments 🧑🏽🤝🧑🏼 Support on people and organisational matters, including strengthening of corporate #culture 💶 More support on commercial matters including business & market analysis 🔩 Support on #postmergerintegration of bolt-on acquisitions 📚 Learning from the network of other portfolio companies   One of the ways to help bridge this gap is creating a shared #playbook between the fund managers and each portfolio company. Such a playbook goes beyond aligning on outcomes and process; it also includes expectations on roles, resources, support, and a mechanism to review and re-set expectations.   What gets in the way of cooperation between your executive team and your PE team? What helps strengthening that cooperation?   Curious to learn from your experiences; you can also check out our approach on creating a shared playbook within private equity portfolio companies (see link in comments).   #growth #reactingorcreating

As entrepreneur, what support from investors are you looking for, beyond financial injections and engineering? As investor, how do you want to truly empower the CEO and the Executive team to grow the company, beyond hiring&firing top executives? Investors and Executives have a joint aspiration for growth and could be building (more of) the growth realisation capacity needed for the ambitions to materialise ... by all playing their role, better, faster, smoother. Our colleague Curd Vandekerckhove started exactly this conversation with investors and executives. Find out more what he discovered How are you (growing)? #creatingorreacting

🌟 Spin-offs and Carve-outs 📚Introduction: Spin-offs and carve-outs are strategic corporate actions used to unlock value and streamline operations by separating parts of a business. ◾Spin-offs: A spin-off involves creating a new independent company by distributing shares of a subsidiary to existing shareholders. This allows the new entity to operate autonomously, focusing on its core strengths. ◾Carve-outs: In a carve-out, a company sells a minority interest of a subsidiary to outside investors through an IPO while retaining control. This provides the parent company with capital while keeping a stake in the growth potential of the carved-out entity. ✴Benefits: 🔸️Focused Operations:Each entity can concentrate on its specific market. 🔸️Enhanced Value:Unlocks hidden value for shareholders. 🔸️Capital Generation:Carve-outs provide immediate cash inflows. 🔹️Conclusion: Spin-offs and carve-outs are powerful tools for companies aiming to optimize their structure and enhance shareholder value. #CorporateStrategy 🌟📊 Equivaluesearch

Dr. Martin Steinbach and myself „Between the Towers“ by neosfer to talk about the current #capitalmarket environment and #IPO as a strategic option. Thanks Dennis Eberlein and Matthias Lais for having us and please reach out to learn more about #IPOreadiness to unlock value for your company!

Do you have a groundbreaking idea with the potential to change the world? GoPublic can be your rocket fuel! We're a leading provider of comprehensive and cost-effective financial services designed to empower your company's journey to a successful public listing. Connect with us today! #GoPublic #StartupSuccess #IPO #Investing #FinancialPartners #EmpoweringEntrepreneurs #MakeYourMark #GoPublicNow

If you're thinking of going public within the next 3 years, you must start planning now. If you're looking for experienced professionals with a high level of knowledge in this space, our associates can assist you and your company if you do decide to go public: http://bit.ly/3nP0qMf #IPO #PublicCompany #StrategicPlanning

Corporate carve outs are extremely complex, says Neal McNamara, Co-Founder and CEO of Virtas Partners. In a carve out, most of the time you are selling something that has never been apart from the parents, and they have no standalone set of financial statements. In a private company, the complexities come from poor finance teams and processes. Listen to Neil as he explains the complexities of a corporate carve out compared to a private company here: Learn more by catching the full episode here: https://lnkd.in/gXZDcU_J #divestiture #mergersandacquisition #MAscience #deal #financials

Is 2024 the Golden Year for Tech M&A? Per PWC, for IT companies eyeing exits, key tailwinds promise a robust deal-making environment: - Generative AI is transforming industries - Private equity capital at record levels - Pent-up demand drives strategic acquisitions - More certainty around interest rates In 2024, there will be laser focus on extracting more value from each deal to be a consistent M&A theme—even more necessary given the higher cost of capital.