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Business scaling

Companies often face challenges that hinder further growth, such as limitations in scaling their business or managerial inefficiencies.

Lack of a precise development strategy:

  • Our purpose is often undefined or vague.
  • It is often based on the owner’s vision or dreams without a comprehensive action plan.
  • We do not measure progress in achieving it.

Growth potential of the company – often remains undefined or determined based on expert knowledge or intuition. While achieving local success, the question arises: Are we ready to achieve global success?

Readiness for expansion – concerns about risk, inability to assess critical risks in new development projects and effectively manage them; lack of sufficient expertise, for example in internationalization of the company or building strong internal and external R&D capabilities.

Financing expansion – concerns about indebting the company in relation to financing the expansion and difficulties in arranging intelligent development financing.

Scaling a business is a collaborative effort to collectively build the growth and value of a company within a defined period of time.

AUDYT
CHOOSING A GROWTH STRATEGY
IMPLEMENTING A STRATEGY
PROTECTING OWNER'S INTEREST
DESCRIPTION OF ACTIVITY
AUDIT
  • Growth Barrier Audit
  • Organizational Efficiency Audit
  • Assessment of resources, processes, management systems, and organizational culture
  • Assessment of Growth Potential of the company
CHOOSING A GROWTH STRATEGY
  • Roadmap of strategic initiatives: products, markets, processes, strengthening key competencies, organizational culture
IMPLEMENTING A STRATEGY
  • Analysis and evaluation of initiative implementation at checkpoints
  • Subject matter and methodological support, coaching team members
  • In situations requiring assistance – Interim management
PROTECTING OWNER'S INTEREST
  • Transparently ensuring alignment of the main owner’s individual legal and financial interests with the company’s development goals
  • Succession – preparing the company, owner, and successor for succession
  • Program for strengthening the managerial competencies of the successor
CHECK POINT
AUDIT
  • Joint analysis of audit results and identification of “pain points”
  • Agreement on defining the success of the company
CHOOSING A GROWTH STRATEGY
  • Approval of the master plan and action schedule
  • Establishment of project management structure
  • Reporting and monitoring of processes
IMPLEMENTING A STRATEGY
  • Preparation of a progress report and outcomes of work along with recommendations
  • Discussion of the report with project managers and company authorities
PROTECTING OWNER'S INTERESTS

• Acceptance of the action plan and schedule for its implementation

KPI
AUDIT

Aggregated at the company level, the key metrics for protecting owner’s interests can include:

  • Market share and market position
  • Percentage of sales growth
  • Export growth
  • Percentage increase in company value
  • EBITDA level or margin
CHOOSING A GROWTH STRATEGY

• Defined target level for each strategic initiative, measured at checkpoints

IMPLEMENTING A STRATEGY

• Analysis of Key Performance Indicators (KPIs) at checkpoints

PROTECTING OWNER'S INTERESTS
  • Level of dividend payout
  • Level of company debt measured by the net debt/EBITDA ratio
  • EBITDA level