Presentation on theme: "Getting your business Investment Ready Have you thought about this?"— Presentation transcript:
1Getting your business Investment Ready Have you thought about this? What is the shareholders’ expectation?A PerspectiveLiz SwanstonCEO and lead shareholder of Priority Solutions sold to Phoenix International 1997Director and lead shareholder of Superstructure Group sold to Rolls Royce Group plc 2012
2From Wellington to Rolls Royce Group plc. InternationalAdvisory BoardGlobal brandDerby, UK, June 19th, Optimized Systems and Solutions (OSyS) a wholly-owned subsidiary of Rolls Royce Group plc. has today acquired Superstructure Group, a market-leading provider of aviation safety, quality, risk and regulatory compliance software.
3Visualise the end-game Intelligent Manoeuvres Getting ready forInternational investmentVisualise the end-gameThe ChallengeIntelligent ManoeuvresThe WinDevelop your Corporate Strategy to be investment ready by: Separate it from your Operational StrategySet high International Governance standards from the start to satisfy international investors and partnersStructure your Board with credible executives to give investor/partner confidenceForm an Advisory Board to access influential contacts, and to enhance investor/partner confidenceIdentify strategic partnerships using your Advisory BoardLocate your resources to give investor confidence and ease of investment
4Barriers to International Investment Think GlobalGovernanceCorporate StrategySystemsNot recognising that Corporate Strategy is different from Operational StrategyOpaque share and tax structuresPoor Board governance and structureNo checks and balances in the BoardPoor financial management systemsPoor international expertise – no Advisory BoardInappropriate location of senior executives
5How we did it - Operational Strategy Market AwarenessSetting ExpectationsRepeatable processesReduced time to marketUnderstood the difference between Corporate and Operational Strategy and built the capabilityEnhanced business value – operations, customers, shareholders (the 3 legged stool)Accessed influential contacts and an international network (Non Exec Directors and Advisory Board)Identified Operational strategic partnerships that may lead to Corporate developments