Every successful business follows a lifecycle - it starts, grows, matures and ultimately, it transfers to new owners. We understand the needs of a business at every stage of its lifecycle. By keeping abreast of your evolving needs, we can develop financial solutions to help you grow and realise wealth.

Select any of the business considerations below to learn how we can help your business throughout its lifecycle.

•  Deal Sourcing
• Due diligence
• Aquisition Process
• Financial modelling,
   scenario analysis

• Competitor Benchmarking
• Time Based Management /  process improvements
• Value Mapping, Value Chain  evaluation
• Strategy Review

• Market positioning and  tactical revenue
• Portfolio evaluation and  future direction
• M&A growth
• Strategy Review
• SWOT analysis 

• Valuations
  - Vanilla Equity
  - Convertible bond    instruments
• Exit planning
• Investor approach
• Due diligence
• Financial modelling,
   scenario analysis

Diligence requires a thorough understanding of the business and the role the business fulfills in the value chain. Psion Partners takes a custom approach to each due diligence process. Some of the areas that can be covered are:

• Indentifying the key industry drivers and hence those that will potentially generate the greatest value in the business going forward. Applying sensitivity scenarios to determine their overall effects on the returns expected at exit
• Cash flow analysis to ensure the company is sufficiently funded going forward
• Customer references to validate sales prospects

Financial model selection can have the most far reaching implications. Potential investors, founders and management see the model from different perspectives and with different motivations. Psion Partners can build or validate a detailed financial model, challenge or confirm the assumptions in the model and provide a judgement about the strengths of the approach, applying scenario sensitivity. Psion Partners provides an independent external viewpoint and helps develop an investment model to evaluate the risks of the investment.

Driving change in the organization through analysis of cost gaps to achieve world class performance

To close this gap several steps can be undertaken such as:

• - a re-design of processes that are purposely implemented to achieve a significant increase in competitiveness
• optimizing organisation-wide processes such as purchasing (fixed costs and bundling of procurement)

Usually a post-Benchmarking internal project team is assigned the task of implementing the efficiency improvement measures from the benchmarking team so that the key learnings percolate through to the whole organization.

Benchmarking with competitors is more complex than simply examining rudimentary performance data. It normally involves company members in a small team undertaking a success critical evaluation of competitors, the market, customer satisfaction, internal business processes, reverse engineering and purchasing. This entails pre-researched interviews with competitors and customers. Industry independent Best of Best operational processes of global companies are compared with those of the company under investigation.
This commonly results in a cost gap being identified.

TBM is used to increase the effectiveness and reduce costs in for example large projects. Project duration can vary but typically from conception through to implementation and controlling could be up to 1.5 years.

Some of the key outputs are:

• Introduction of project orientated processes (Project Handbook) for both the tender- and realization phases. This includes the following elements: project information systems, tender controlling, calculation methods and tools, project handover document, project organization, project start, planning and control, change management, quality management, claim management etc.
• Continuous improvement processes established so that new ideas and essentials, after close examination, can be implemented fast.
• Hands-on implementation, during an initial pilot phase of the new / refined processes e.g. monthly, measureable project reporting introduced. On successful completion of the pilot phase, the systems are rolled out across the entire company.

Perceptible results achieved through use of these newly crafted tools are for example better Return on Sales (ROS) and a significant acceleration of the delivery period of projects, sometimes halving traditional performance

Through improved Project Management processes, project sizes increase and costs and delivery times are reduced

Collaborative development with client of :

1. market sizing and
2. penetration scenarios

As part of the exercise to find :

1. a possible M&A acquisition target or
2. to determine company focus and core competencies,

The diagram on the right shows the value line for the 3 companies

The diagram below shows the telecoms provider value chain analysis

Development of guiding principles

Uniqueness portfolio

Project Examples

Executive Leisure Value Chain

Beauty & Aesthetics Industry Value Chain

Project Examples

Testing strategy content

Geographical expansion

Porter's "Five Forces" Analysis of Industry Structure: What puts pressure on profits for the Executive Leisure Value Chain - Company 1

Porter's "Five Forces" Analysis of Industry Structure: What puts pressure on profits for the Wellness industry - Company 5

Psion Partners Added Value

Potential trade sale exit routes for Homeland security technology company

Size of circle illustrates size of company - FY2008 unless otherwise stated

Hardware provider like company "x" and in the Public Safety Sector (PSS)

Hardware provider like company "x" but mainly supplies other markets

Associated hardware provider in MDT (Mobile Data Technology) and PSS market

System integrators / Infrastructure providers