STRATEKS - Corporate Finance & Management Consulting

THE CATALYST OF CORPORATE CHANGETHE CATALYST OF CORPORATE CHANGE

CORPORATE FINANCE & MANAGEMENT CONSULTING

Branko Greganovič, Founder and Managing Partner

December 2010

© 2010 Strateks - Change Leadership

An independent management consulting and corporate finance

practice focused on problem solving and change management

[email protected] © 2010 Strateks - Change Leadership

When there are problems, or performance fails to live up to what is

intended, it is easy to find someone or something to blame. But, more often

than we realize, systems cause their own crises, not external forces or

individuals’ mistakes.

PETER M. SENGE, THE FIFTH DISCIPLNE (1990)

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CONTENT

Mergers & Acquisitions and post-merger integration

Financial restructuring

Building process driven management structures

Supporting CFOs in improving corporate financial management systems

Profit improvement initiatives powered by Acorn

Exploit the full potential of your data

Profile: Branko Greganovič, Founder and Managing Partner

MERGERS & ACQUISITIONS AND POST-MERGER INTEGRATION

Mergers and acquisitions translate into one of the most complex business processes requiring a

full set of business skills and experience. Understanding a client’s business, competitive

landscape and capacity is critical for the success of the transaction and post-merger integration.


FINANCIAL RESTRUCTURING

Viable business models loaded with unreasonable amount of debt need to be restructured in an

organized process built on a full operational transparency provided by a troubled business and a

responsible and systematic cooperation among its creditors, including suppliers. In the process, the

troubled firm has to be given time to prove its business models are sustainable in the long run.

Activity Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

Analytics and strategy of

financial restructuring

Agreeing the standstill


Standstill


proposal

Negotiating terms of


Signing agreement on


Border between

countries

Border between

countries

Border between

legal entities

BUILDING PROCESS DRIVEN MANAGEMENT STRUCTURES

As a rule, inefficient operations are not primarily caused by bad business process design but

rather by blockages artificially imposed onto business processes by the management

structure (hierarchy) at the borders between organization units


Border between functions

Border between

legal entities

Border between

countries

Border between functions

Blockages not required by the nature of a

business process but rather imposed artificially

by the hiearchical structure

SUPPORTING CFOs IN IMPROVING CORPORATE FINANCIAL MANAGEMENT SYSTEMS

Providing problem solving and change management support to CFOs in their efforts to manage

financial risks and working capital, to build efficient budgeting, reporting and performance

management systems, and to respond to challenges of developing an efficient process driven

organization exploiting the full potential of its data.

Chief Executive Officer (CEO)

Chief Operating officer


Chief Financial Officer (CFO)

Treasury and

financial risk

management

Performance

measurement

and analysis

Financial

accounting and

taxes

Organization

and

information

management

Chief Operating officer

(COO)

PROFIT IMPROVEMENT INITIATIVES POWERED BY ACORN SOLUTIONS (www.acornsys.com)

A commitment to improve your operating profits by as much as 50% or more in a reasonable

period of time through a uniquely cross-dimensional insight into your profitability –process by

process, customer by customer, product by product, SKU by SKU, market by market…


REPORTING / ANALYSIS ENVIRONMENT

Data Mining, Visualization, Analytics, Forecasting

Fin

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sta

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Re

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sta

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(…)

ANALYSIS / REPORTING ENVIRONMENT (BI)


Ra

čun

ov

od

ski

sta

nd

ard

i

Re

po

rtin

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sta

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1

Re

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rtin

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(…)

EXPLOIT THE FULL POTENTIAL OF YOUR DATA

Trying to modify traditional financial accounting system a little for managerial uses is “like using

a fork to eat soup – people can do it, but is far from effective”. Freeing up an information system

of strains of accounting standards’ data structures unleashes a stunning analytical capacity

provided by modern relation databases information technology processing and storage capacity.


“Book-keeping”

Chart of Accounts

Trial balance / General ledger


REPORTING ENVIRONMENT


SDW

SDW

SDW

SDW

SDW

SDWMulti-purpose DW

Data integration and master data

management

SDWSDW

TRANSFORM!

Primary and secondary coding (ERP)

– Branko has more than 20 years of experience in

advisory and executive positions in private and

public sector

– All-around experience in strategy making,

business analysis and corporate finance,

ranging from monetary policy to public debt

management and fiscal policy , and from

Branko Greganovič

Founder and Managing Partner


banking to M&A advisory. Branko has also held

a position of the CFO and provided leadership

to a post-merger integration and restructuring

effort at a leading regional food and beverage

group (€350m in revenues, €50m EBITDA, 2600

employees, 8 core businesses and 9 core

markets, 27 legal entities).

– Sloan Fellow (MSc in Management), London

Business School, University of London (2001)

© 2010 Strateks – Change Leadership

Mergers and acquisitions

Process driven management structures

Decision making driven information systems

Profit improvement initiatives


Branko Greganovič, Managing Partner

[email protected]

Mobile phone: + 386 31 378 687

STRATEKS - Corporate Finance & Management Consulting

Economy & Finance

Transcript of STRATEKS - Corporate Finance & Management Consulting