Growth Capital Strategy

HNW, VC investment - healthcare technology

Founder-owned private businesses needing growth capital, scale partners.  Navigating new shareholder arrangements, aligning interests, governance structures, employee ownership schemes:

• What's your preferred equity partner? Understanding different types of capital and dilution. What strategic value do they contribute?

• Carefully negotiating new shareholding relationships and understanding shared investment and liquidity objectives;

• Navigating changed control dynamics from external capital

Succession planning

Succession planning strategy - insurance

Succession planning for private companies (family-owned):

• consideration of intergenerational transitions, family interests

• identifying new strategic capital partners (staged value realisation), or logical acquirers; and

• planning any pre-succession restructuring required to increase retained value and enhance the go-to-market strategy.

Patient partnership: this can be a significant journey for founders contemplating relinquishing control of what they've spent a lifetime building.

Restructuring

ROI pressure: restructuring  underperforming assets

Ocean waves - like external market shocks - providing a source of clarity or a sense of anxiety? Depends on perspective, planning and experience. 

Changing regulations, evolving capital requirements, shifted competitive position: each can generate new investment requirements, ROI hurdle resets, partnership opportunities, or a need for recycling capital within the group to manage a stressed asset. 

Strategy: Devising a plan involving selective M&A, non-core divestment and strategic partnerships to unlock and re-deploy capital at pace.

Portfolio realignment

Realigning non-core investments - financial services

Disciplined assessment of business units: are they meeting organisation KPI's, ROI hurdles, and still on strategy?

Navigating non-core divestment - strategic considerations:

• Value equation beyond purchase price? Opportunity for strategic partnership and value-sharing?

• Identifying ideal acquirers, assessing channel conflict, and flow-on risks?

• Aligning key stakeholders before going to market, to maintain momentum

Strategic adviser

Partnering for growth - insurance, healthcare

PE-acquisition (investment) strategy and investee company corporate development plan:

• identification of targets;

• investment in founder relationships and alignment of strategic growth pillars (focusing on key initiatives during PE-investment period):

• identifying bolt-ons, and other strategic partnerships;

• management realignment and incentivisation;

• disciplined construction of 'what do you need to believe' for ROI value proposition and IC approvals.

M&A strategy

Mutual's growth strategy - predator, partner, or prey?

Member-owned M&A strategy playbook - which combines:

(a) searching for like-minded mutuals to build efficiency and enhance customer value proposition by merging;

(b) strategic partnerships, acquisitions to expand coverage and grow member value; and/or

(c) takeover response plans, recognising the potential appetite for mid-market for-profit rivals seeking to accelerate growth through M&A