The virtual non-exec
Why have a non-exec? Sure some are just guarding bank or investor corners, but they should be bringing a balance to the team with an external perspective on what’s driving the market. Having built, bought, and sold companies in these markets is key, sure, but we start by looking at your competitive position, your ambition, potential and plotting what, eg 2030 looks like and what it takes to get there. Built in quarterly reviews or ad hoc Teams chats are the norm nowadays, and we’re always at the end of the phone or an email for those projects that are keeping you up at night.
It helps you manage what you’re worth, frame management incentives, operational targets, budgets, track competitive dynamics, pricing, investment and services. In this market, ‘bootstrapping’ is the norm - and for good reason. We help you keep track of all the external benchmarks; it needn’t cost a fortune, and certainly not any equity. Here’s the most cost-effective solution you can get.
Why have a non-exec? Sure some are just guarding bank or investor corners, but they should be bringing a balance to the team with an external perspective on what’s driving the market. Having built, bought, and sold companies in these markets is key, sure, but we start by looking at your competitive position, your ambition, potential and plotting what, eg 2030 looks like and what it takes to get there. Built in quarterly reviews or ad hoc Teams chats are the norm nowadays, and we’re always at the end of the phone or an email for those projects that are keeping you up at night.
It helps you manage what you’re worth, frame management incentives, operational targets, budgets, track competitive dynamics, pricing, investment and services. In this market, ‘bootstrapping’ is the norm - and for good reason. We help you keep track of all the external benchmarks; it needn’t cost a fortune, and certainly not any equity. Here’s the most cost-effective solution you can get.
Why have a non-exec? Sure some are just guarding bank or investor corners, but they should be bringing a balance to the team with an external perspective on what’s driving the market. Having built, bought, and sold companies in these markets is key, sure, but we start by looking at your competitive position, your ambition, potential and plotting what, eg 2030 looks like and what it takes to get there. Built in quarterly reviews or ad hoc Teams chats are the norm nowadays, and we’re always at the end of the phone or an email for those projects that are keeping you up at night.
It helps you manage what you’re worth, frame management incentives, operational targets, budgets, track competitive dynamics, pricing, investment and services. In this market, ‘bootstrapping’ is the norm - and for good reason. We help you keep track of all the external benchmarks; it needn’t cost a fortune, and certainly not any equity. Here’s the most cost-effective solution you can get.
The essential components
Ofcourse you get the weekly intel service to flag up any current issues. But that’s not the half of it.
Bespoke support, and all the metrics to keep you ahead.
The Factory Settings report gives the background to all the metrics flagged on each company tracked. All the market metrics are deciphered and benchmarked, from sales per fee earner to cashflow conversion ratios.
Add to that the five rules for sellers and the five rules for buyers and you have the most succinct inside track on M&A in the market currently. This is how deals are actually done, what the pros and cons are, tactics and deal structures - written by someone with the largest (successful) deal track record in the industry.
Put bespoke competitor tracking, benchmarking and quantification around that, and you get the essential handle on timing and context that makes your plans work best.
★★★★★
“What is the inside track? Simple - the most important decisions are taken before the phone is ever picked up or the email sent. We understand those reviews and prioritisations; the trade offs and the prospecting. We can help you make sure you get the attention you deserve, but also ensure that above all you get the timing right.”
David J.