You already have two day jobs: running the business and managing the external stakeholders. If you then add in a complex execution process for six months or more (which can demand 25% or more of a CEO’s and CFO’s time, and frequent input from other stakeholders) the business will be operationally and financially challenged, often at a time when it requires the greatest management focus.
As a senior decision maker, you might personally execute only a handful of strategic M&A transactions, bond issues, or a single equity capital raising or IPO, during your career. Market practices, execution processes within jurisdictions and cross-border, financial regulation and fintech innovations are constantly developing. Will you have up-to-date knowledge of the current execution issues at the time of the transaction?
Your value lies in your expertise and knowledge in running the company. Any time spent away from your core focus is a risk to delivery of your critical roles within the business which then risks impacting revenues, earnings, and ultimately valuations. At a key moment being spread too thin can create a choice between the probability of a successful transaction, or a meaningful reduction in the valuation of a business.
Throughout the execution process, you need the capacity to keep the bigger picture in view. Excellent execution requires high levels of attention to detail, and in the heat of the transaction it is all too easy to lose focus on the overall mission of the company – of which the transaction is just a single step (albeit a huge one) in the journey.
M&A / DCM / ECM PROCESS
– Weekly planning
– Monitoring deliverables internally and externally
– Prior experience
– Team reallocations
– Other projects deprioritised
– Concerns about returning to prior job
– Confidence to challenge ultimate boss
– Negotiating skills
IMPACT ON THE BUSINESS
– Maintaining weekly management meetings
– Maintaining revenue/margin targets
– Cost of permanent hire
– Deferred projects
– Maintaining inorganic growth
– Process and reporting oversight
– Thousands of emails
– Decisions every day
– Day to day oversight
– Keeping the advisors on track
– Decision making processes
– Shareholder reporting
– Go/No-go decisions