We are engaged where senior leadership is scarce and the moment matters. Designing the strategy then staying in the arena to help execute it.
Work centered on technologies and/or business models with high disruptive potential — reviewing the business model that addresses client needs, structuring client and project pipelines, and defining funding needs, structure, and partners.
Established businesses in other geographies structuring their entry into Brazil: business model, local team, network building, import vs. local production, client/project pipelines, and access to local financing.
Established businesses undergoing family succession: reviewing business portfolio, defining family and company governance, structuring professional executive teams, and shaping funding strategy for growth and liquidity.
Promising businesses whose size is incompatible with the parent's main lines — “good business, but causes distraction.” Managerial separation via JV and/or sale, future governance and organization, and identification of partners.
Established businesses preparing to receive external capital, sell the business or aiming at an IPO. Putting the operation in order before it is exposed. Diagnosis and correction of real operational, financial, and governance problems, resolution of contingencies, and strengthening of teams and controls, truly improving the company before the transaction.
The strategic assessment informs the initial role to be played; subsequent roles are jointly defined as the plan unfolds.
Strategic assessment of organization, technology, and business plan.
Design of growth strategy, business model, and enablers (leadership team, organization, funding).
Executive engaged on the most sensitive business-plan topics.
Shadow-executive coaching for internal executive development.
Participation in advisory boards and board committees.
