Services

“Each Startup is Unique”

We provide strategic business and financial advisory services to startup entrepreneurs as they face multiple challenges on all fronts to reach the ownership of their niche with limited resources. There is no single recipe for success, only multiple experiences hence our statement “each startup is unique”. As a result, we do not use proprietary templates or introduce magic matrices as a solution to all problems. We rather pride ourselves as developing a persistent dialogue with the entrepreneur, adapting the feedback to the situation and the personalities involved. Our availability and swiftness to answering a broad array of questions is our forte.

For a description of what we do, below is the range of our services:

STRATEGY

Business Model

Planning

Risk Analysis

FINANCE

Capital Structure

Corporate Finance

Modelization

Costing & Profitability

Valuation

OPERATIONS

Organisational Design

Hiring & Training

Customer Retention

Cost Optimization

Working Capital Optimization

MARKET INTELLIGENCE

Competitive Positioning

Market Trends

Pricing

Co-opetition

Business Model:

How to elaborate a differentiating business model that generates substantial revenue growth and significant profit margin.

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Planning:

Setting strategic goals; assess resources necessary to reach these goals (people, time, money, infrastructure in-house and outside); develop step-by-step a path from the present situation to reaching goals.

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Risk Analysis:

Define the uncertainties which present a threat to the success of the business. Assess the priorities by evaluating the potential impact of each uncertainty versus the opportunity it entails. Sparingly deploy resources accordingly.

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Capital Structure:

Depending upon the founders’ goals and horizon, as much as the stage of development, with a clear difference between recurrent positive cash flow or not, introduce alternative capital structure to optimize the least conflictual path to reaching the goals, phase by phase.

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Corporate Finance:

Understandably finance is an ad-hoc function at the start, as cash is always scarce. Playing firemen to attend to creditors has limits. Processes, a new disciplined approach, and a robust and reliable dashboard can help prevent an avalanche of bad news.

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Modelization:

Represent the future performance scenarios according to a set of decisions taken to reach corporate goals. Emphasize the drivers of the model, the essential parameters, and derive a capital strategy to optimize the outcome.

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Costing and Profitability:

The goal is to improve the decision-making process related to immediate projects with an apparent high margin and how it affects the long-term execution on the vision, by identifying indirect costs with potential perverse effects.

Valuation:

All startups need be prepared for a transaction event. How to assess the valuation of businesses with an ongoing burn rate and a late profitability horizon. More challenging, pre-revenue company founders facing capital providers require a rationale to argue about the value of the business.

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Competitive Positioning:

Help clients understand the competitive landscape, the relative strength of existing brands. Is the market atomic or is it dominated by one or two established leaders? Is technology a relevant driver? Are there significant differences from one region to another? Acquiring as much data as possible will help find the ideal position for your solution and build a name for your company.

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Market Trends:

Technology startups must be acutely aware of the present state of the market, upcoming solutions from the players in the field, potential disruptions by new entrants, and who the big influencers are that can slow down or accelerate adoption of new products.

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Pricing:

Pricing is a paramount strategic tool that must not be crafted on a whim. It is arguably a long process. Drilling into the customers’ perception of the benefits your product/service offers is the first step to determine a pricing strategy. Together with the competition analysis and the market trend, we help set a pricing structure based on strong differentiators.

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Co-opetition:

In a fast-moving environment, cooperating with select competitors may allow a market to grow exponentially and your startup to reap big benefits, at a lower cost than a go-it-alone strategy. Different forms of cooperation can be thought through. Great leaders navigate among competitors and co-opetitors. We assist you in emulating their achievement.

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Organizational Design:

How to maximize the effectiveness of the organization at each stage. We start by mapping the existing expertise and the missing one to accomplish objectives. The core expertise is the founders’ who, in addition to their expertise, agree on a set of fundamental values. The organization will grow around it according to the sequence of objectives, without losing the end goal from sight.

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Hiring & Training:

How to build a team and create a culture that define the organization. Guidelines to hire are essential, but certainly not the long checklist. We encourage seeking some original thinkers. These are the ones that contribute to great startups. Setting an incentive program which goes beyond the usual granting of stock. Retaining personnel and keeping them happy are a sure expression of success. Providing state-of-the art training is a good way to reach this goal.

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Customer Retention:

Lots of startup founders run their company to the ground by seeking the highest revenue growth rate at all costs. There is a lot to be said for nurturing existing customers. It is generally the best way to understand all the benefits of your products and launch the adequate development of future generations of products. Bleeding without a solid business model that proves the bleeding to be only temporary disqualifies entrepreneurs.

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Cost Optimization:

There are always good reasons to cut costs and not strain the organization infrastructure. One must not lose from sight that business is ultimately made by people and for people. Optimizing cost does not equate to slashing all costs. Startups are the opposite of companies under “restructure”.

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Working Capital Optimization:

Founders and CEOs must have a constant focus on the cash balance of their ventures. How can the cash cycle be accelerated? What kind of measures should be taken to have the ecosystem contribute part of the burden? When to draw a red flag?

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