If your company revenue is less than $50,000,000 chances are it will evaluate and/or undergo a strategy transition during the next 12 months.  Does your management team have the bandwidth and experience to nail this critical process?   Areas that Walther Edge can help begin with independently assessing the company's core competencies and adaptability to change.  Successful strategy shifts often require different talent, new internal proesses, unfamilar contractual offerings, new pricing structures, reorganizations, new compensation models, and much more.  At the same time, most companies are forced to maintain their normal business strategy and underestimate the cost of its maintenance or disengagement.   One driving motivation for the transition is uplift in corporate valuation and yet it is often miscalculated due to underestimated exposure.  If you are evaluating adding an OEM offering, verticalizing your products, shifting your distribution strategy, changing from a product company to a software-as-a-service company, or moving from a B-to-B market to a B-to-C market, I can help.

Have you been approached with a merger or acquisition opportunity?  Do you have the time and talent pool to evaluate the opportunity, negotiate the deal, develop the transition plan, and execute the transaction without impacting normal business?   Based on  leading dozens of transactions,  my guess is "no".   The science of assessing an opportunity and evaluating the impact on shareholders is challenging.  On the other hand, positioning the transaction to customers and employees is more art than science.  If you need a veteran that has several domestic and international success stories with a comprehensive best practices diary, let's talk.  One service that is extremely valuable and often overlooked is "program management" to insure success milestones are tracked and reported.

What is the source of your next expansion round of capital?     Have you explored debt financing, international grants, strategic investors, customer prepayment, private investors, IPO's, or traditional venture capital sources?   As an officer of public and private companies, I have participated in all the above resulting in hundreds of millions of dollars.  As a board member, I have teamed with and learned from some of the top financial experts in the industry to evaluate and negotiate terms for dozens of transactions.   Most importantly, I have survived exit phases to truly see the impact of various deal structures.   Whether you need assistance in identifying capital sources, developing a business plan or roadshow deck, or evaluating term sheets, contact Walther Edge.

There is no better time to leverage a competitive edge than during a major transformation.   Michael.