Leading private equity owned companies

Background

• A larger group of CFOs in private equity owned companies
• Need to strengthen the management competencies and tools in the PE environment
• Subcontractor of training module as part of a four-day CFO training program

Purpose

• Inspire the CFO:s about personal leadership development at the crossroads between the PE fund, the board of directors, the CEO and the finance team
• Concrete tools for developing personal leadership style and the finance team

Solutions

• Development and facilitation of a tailor-made full-day module on effective leadership in PE owned companies
• Personal keynote speaker:
• Introduction to the PE market in Denmark
• Differences between the PE world and other forms of ownership
• How to work with the balance between Management and Leadership
• How you as a CFO can sell yourself and your team to your stakeholders both internally and externally
• Experiences, tips and tricks on CFO dilemmas with board work and CEO support
• Other speakers:
• A chairman's expectations of the CFO when it comes to growth and M&A
• A CFO's experience with turnarounds
• Roadmap for the development of the CFO and the finance function

Results

• Strengthening of CFO network among the participants
• High satisfaction with practical and useful advice for both everyday life and development
• 88% strongly agree and 12% agree that it was worth spending time on

Background

• Private equity journey with founder led service business in volume driven and volatile B2B2C tech service market
• Fierce low price channel competition in core business
• Increasing service complexity and challenged margins
• Primarily blue-collar business

Purpose

• Establish a leading pan-Nordic plug & play service provider
• Consolidate Nordic core business volume
• Develop and launch value-added services to grow operating margins
• Maximize equity value before exit

Solutions

• Chairman of the board
• Private Equity and Value-adding Leadership Cookbooks
• Growth strategy and Nordic value proposition
• Two add-on acquisitions, including fundraising roadshow
• Executive chairman during PMI
• Group management structure and Group CEO/management team
• Rebranding and omnichannel presence
• Strategic customer partherships
• Best practice manufacturing processes

Results

• Nordic M&A driven market leader
• Improved customer satisfaction and new customer acquisitions
• Financial growth - however challenged by financial covenants
• Financial and operational restructuring
• Reengineered growth strategy

Background

• Private equity journey in highly competitive B2B tech service market
• Financial and operational performance below industry and competitor benchmarks
• Primarily white-collar business

Purpose

• Accelerate operational and financial performance
• Increase market share
• Maximize equity value before exit

Solutions

• Board member with dedicated role to implement industry best practices
• Prolonged CEO coaching
• Private Equity and Value-adding Leadership Cookbooks
• Interim management assignments
• Value activity analysis
• Sales force performance management
• Rebranding of value propositions

Results

• Market share and profitability improvements
• Successful and attractive PE exit

Background

• Private equity journey with founder led manufacturing company within Nordic B2B market
• Tough competition qua RFQ:s and overcapacity at home and abroad
• Production oriented approach and low innovation rate
• Limited segment focus and share of wallet with existing customers
• Low involvement og middle management and employees

Purpose

• Consolidate no. 2 market position in DK
• Grow export sales in SE/NO/GER
• Ensure commercially driven sales approach by an effective product-, marketing- and supply chain organization
• Capitalize new market trends via innovative products and service concepts
• Maximize equity value before exit

Solutions

• Chairman of the board
• Private Equity and Value-adding Leadership Cookbooks
• Fact-based strategy process with management team and employees
• Organizational review and development plans
• Executive chairman during transformation period

Results

• Focused growth strategy with segment-based value propositions
• Divestment of non-core businesses and machinery
• Establishment of active management team and frequent employee communication
• Action plan ready for execution
• Quick, successful and attractive PE exit

Background

• Private equity journey with founder led B2B tech service company
• Declining trend after many years of undisputed top line and earnings growth

Purpose

• Board proposal for long term strategy and financial plan

Solutions

• Board member and professional board
• Dedicated role as CEO sparring partner
• Turnaround and Strategy Cookbook process involving extended management team
• Strategic action 1-pagers 
• Linking strategy and financial planning

Results

• Board approved strategy
• Tools and process for implementation and follow-up on strategic action 1-pagers 
• Strong management commitment 
• Regained growth trend
• Eventually successfull and attractive PE exit

Background

• VP knowledge sharing network groups
• Recent or potential change from public to private equity ownership

Purpose

• Inspiration, knowledge sharing and   sparring
• Getting prepared for private equity ownership and optimizing collaborative relations
• Confrontation of comfort zones   

Solutions

• Keynote speech on Private Equity Leadership Cookbook
• Different types of private equity funds
• Typical focus areas and exit value 
• Leadership under public vs private equity ownership
• Management and employee reactions
• Roundtable moderations

Results

• Very active dialogues
• High experience transfer levels
• Very good audience evaluation