If you are selling your business, you are already swamped with challenges and issues preparing for the transaction. Your management team need to be kept focussed on running and growing the business, but you also need to respond to and resource the Due Diligence process. You need help!
Nigel was co-founder and CFO of a consultancy that grew to 70 people before being sold to Deloitte - subsequently, he has helped other organisations in their preparations for sale.
He helped Orbium, a Swiss-headquartered 500+ person international consultancy, through their Due Diligence process and Share Purchase Agreement negotiations, during their sale to Accenture. Nigel managed the process, in close collaboration with Orbium's advisors, Equiteq, and provided both practical hands-on support as well as advice and guidance to the partners and senior executive management team.
He can do the same for you - whether your immediate challenge is getting a handle on your monthly management reporting, building and working to a reliable budget and forecasting model, or organising the financial, legal, IT and HR compliance and reporting needed to get through an onerous Due Diligence process, Nigel can help.
Read more at getthedealdone.co.uk
If it sounds like we're speaking your language, Please contact Nigel Dahl through LinkedIn using the button below, or call him now on +44 (0)7799 664165.
Managing Director of epmgurus, brings 30 years of diverse experience to bear in helping organisations and teams through change – of size, structure, systems, management or ownership.
Nigel has run, advised, supported or worked with Finance functions from one-person operations up to globally dispersed Finance departments of several thousand people. He knows what good (and bad!) looks like.
Enterprise Performance Management (EPM) is a broad term covering any business process that seeks to improve performance through a continuous loop of data collection, reporting, analysis and, most importantly, informed and targeted action.
In practice, Finance EPM is generally considered to cover at least Strategic, Financial and Operational Planning, Budgeting and Forecasting, Management Reporting (MI), Financial Consolidation, Statutory Reporting, Profitability and Cost Management, including Cost Allocation.