Value Creation

Value Creation

Mavengigs

Mavengigs is a global consulting firm providing consulting services for Mergers & Integrations (M&A) and Transformations. Through our network of independent resources and partners, we serve clients in USA and Europe. Mavengigs is a division of Panvisage Inc. (a holding company with interests in consulting, education, real estate and investments).

This content is a synopsis from multiple sources for easy reference for educational purposes only. We encourage everyone to become familiar with this content, and then reach out to us for project opportunities.

Value Creation

M&A is part of a company’s growth strategy. Companies may buy or sell for various reasons, with primary focus on increasing shareholder value. ​Deal thesis defines value creation (synergies) expected in an M&A transaction; deal teams focus on value creation and synergy tracking and minimize any value destruction.

There are myriad strategies to create value through acquisitions, including (a) Strategic drivers like improve performance, remove excess capacity, expand market access, get skills at lower cost, economies of scale, and picking winners early, and (b) Additional drivers like roll-up strategy, consolidation, transformational merger and buying cheap.​

Synergies are financial benefits (increased value) created by an M&A transaction; these are tracked by Synergy Realization Plans, including tracking delivery of revenue, cost, financial, marketing, and management synergies and avoid erosion of deal value. ​

Strategic buyers (operating companies seeking horizontal or vertical expansion) create value through operating synergies, including hard synergies (actual cost savings) and soft synergies (revenue increases). Financial buyers (private equity sponsors) get limited operating synergies, and instead focus on seeking maximum equity returns.​

M&A practitioners do Financial Modeling of the acquirer, target, and combined company as a Value Creation Thesis (to decide whether to move forward with the transaction; also helps later with negotiation, due diligence, and deal closure

 Value Creation Analysis

Financial Modeling

M&A practitioners do Value Creation Analysis (Financial Modeling) of the acquirer, target, and combined company to decide whether to move forward with the transaction; this also helps later with negotiation, due diligence, and deal closure: ​

Operating Models focus on operations including revenue build up, operating costs, capital cost build up, consolidation, key drivers, unit economics, internal value creation, risk management and FP&A (financial planning, and analysis).​

Leveraged Buyout Models (LBO) focus on financial structuring including debt and capital structure, covenant modeling for lenders and complex structures for rate of return analysis.​

Mergers & Acquisitions model includes details around the pro forma model, analysis of synergies, revenue enhancements, cost structures, Integration considerations, accretion and dilution analysis, deal terms and structuring with focus on the strategic and share price impact of combining the businesses.​

When building the merger model, we start with creating the Acquirer and Target models. Each is laid out the same way (same structure), including assumptions, three statement model (includes income statement (P&L), balance sheet and cash flow), supporting schedules and discounted cash flow (DCF) models (provides intrinsic value of the business).​

Deal Assumptions are organized into categories like:

Transaction Inputs (acquirer and target names, share prices, number of shares outstanding, transaction date)​

Scenarios: Synergies & Financing (synergy alternatives that may play out and financing alternates that acquiring company may have)​

Purchase Price (consider takeover premium and target’s share price)​

Sources and Uses of Cash (confirm transaction is properly funded, including money being raised and what’s being spend)​

Purchase Price Allocation (PPA) (calculate goodwill after allocating the purchase price)​

We take the Acquirer and target Models and the Deal Assumptions and come up with the Closing Balance Sheet (add balance sheet of the two companies and make necessary adjustments), which will be used to drive the forecast and the pro forma model.​

We build the Pro-Forma Model (three statement and DCF) by taking the acquirer stand-alone model and adding the target model, then making any required adjustments (including an integration section).​

M&A practitioners do Value Creation Analysis (Financial Modeling) of the acquirer, target, and combined company to decide whether to move forward with the transaction; this also helps later with negotiation, due diligence, and deal closure: ​

Operating Models focus on operations including revenue build up, operating costs, capital cost build up, consolidation, key drivers, unit economics, internal value creation, risk management and FP&A (financial planning, and analysis).​ 

Leveraged Buyout Models (LBO) focus on financial structuring including debt and capital structure, covenant modeling for lenders and complex structures for rate of return analysis.

​Mergers & Acquisitions model includes details around the pro forma model, analysis of synergies, revenue enhancements, cost structures, Integration considerations, accretion and dilution analysis, deal terms and structuring with focus on the strategic and share price impact of combining the businesses.

When building the merger model, we start with creating the Acquirer and Target models. Each is laid out the same way (same structure), including assumptions, three statement model (includes income statement (P&L), balance sheet and cash flow), supporting schedules and discounted cash flow (DCF) models (provides intrinsic value of the business).

Deal Assumptions are organized into categories like:

Transaction Inputs (acquirer and target names, share prices, number of shares outstanding, transaction date)​

Scenarios: Synergies & Financing (synergy alternatives that may play out and financing alternates that acquiring company may have)​

Purchase Price (consider takeover premium and target’s share price)​

Sources and Uses of Cash (confirm transaction is properly funded, including money being raised and what’s being spend)​

Purchase Price Allocation (PPA) (calculate goodwill after allocating the purchase price)​

We take the Acquirer and target Models and the Deal Assumptions and come up with the Closing Balance Sheet (add balance sheet of the two companies and make necessary adjustments), which will be used to drive the forecast and the pro forma model.​

We build the Pro-Forma Model (three statement and DCF) by taking the acquirer stand-alone model and adding the target model, then making any required adjustments (including an integration section).​

 We then perform accretion and dilution analysis, where we look at pro forma per share metrics (like Earnings per Share – EPS) to see if the new combined entity is better off than the acquiring company was on its own prior to the transaction.

If EPS increases after an acquisition, then the combined company shareholders are better off (accretion) from the transaction. If EPS goes down, then it’s dilutive for the shareholders. Accretion or Dilution analysis results may be influenced by factors like the way the transaction is financed (all-cash deal is easier than a cash & stock deal).​

 We perform sensitivity analysis to look at potential impact in the intrinsic per share value of the combined company due to any change in assumptions.

B: Synergy Tracking

Synergies in M&A

Synergies (financial benefits, including cost savings or incremental revenue) results from the increased value created by an M&A transaction so that the resulting entity is greater than the combined value of the separately valued parts. ​

For each M&A transaction, Acquirer has a deal thesis that includes planned synergy targets, and they need to track synergies achieved during the transaction to avoid erosion of deal value. M&A transactions may fail to realize synergies due to miscalculations, culture clashes, and poor integration processes. ​

Different types of synergies include cost synergies (reduced operating costs), revenue synergies (increased sales together), financial synergies (improved financial activities), marketing synergies (combined marketing efforts), and management synergies (benefits from reorganization). 

Synergies are recorded on the goodwill account and balance sheet. ​

Calculating the present value of synergies can be done using multiples or a Discounted Cash Flow (DCF) method.

Types of Synergies

Synergies can be categorized into distinct categories:

Revenue Synergies

Revenue synergies (soft synergies) assume that the combined companies can generate more cash flows than if their individual cash flows were added together. While viable in theory, revenue synergies often do not materialize, as these types of benefits are based on more uncertain assumptions surrounding cross selling, new product/service introductions, and other strategic growth plans. ​

One important fact to consider is that capturing revenue synergies, on average, tends to require more time than achieving cost synergies. ​

Frequently referred to as the phase-in period, synergies are typically realized two to three years post-transaction, as integrating two separate entities is a time-consuming, complex process, regardless of how compatible the two appear.

Cost Synergies

The main reason for an acquisition is frequently related to cost-cutting in terms of consolidating overlapping R&D efforts, closing manufacturing plants, and eliminating employee redundancies. ​

Cost synergies (hard synergies) occur when combined companies reduce their operating costs after merging. This results from increased efficiencies and lowered expenses (like equipment, insurance, and physical space). ​

Since synergies are challenging to achieve in practice, they should be estimated on a conservative basis, but doing so can result in potentially missing out on acquisition opportunities (i.e., getting out-bid by another buyer).​

Financial Synergies

Financial synergies occur when a company’s financial activities and conditions improve because of an M&A transaction. ​

As opposed to operating synergies (e.g., cost and revenue), financial synergies primarily occur due to a reduction in the cost of capital, tax benefits, increased debt capacity, etc.

Marketing Synergies

Marketing synergies arise in the form of research and development, marketing tools, marketing staff, and information campaigns when two companies combine. ​

With marketing synergies, the newly formed company can enjoy deploying better marketing campaigns for its product or service with larger budgets & better tools.​

Management Synergies

Management synergies are realized when the new management team works in harmony to achieve the organizational vision, ​

It results in increased staff motivation, better use of resources, and additional opportunities for business growth.

Synergy Management:

Synergy management aims to combine two merging entities as efficiently as possible, thus releasing hitherto untapped value. ​

Synergy realization requires a structured approach to maximizing value in post-merger integration (PMI) to realize targeted synergy potentials. ​

This requires a synergy realization plan, then monitoring and tracking synergy achievement, while balancing short-term and long-term goals, managing risks, and overcoming challenges.​

Synergy management encompasses the pre-deal estimation of synergy potentials (key driver of deal value, top-down estimates based on industry benchmarks) and the subsequent post-deal re-evaluation and realization (determines success in creating shareholder value, in-depth identification, classification, and tracking).

Pre-deal Synergy Management

  • Synergy management, setup, synergy logic​
  • Synergy identification​
  • Synergy estimation

Post-deal Synergy Management

  • Synergy Revision and 2nd identification​
  • Synergy qualification
  • ​Synergy & business case approval
  • Benefit tracking

Synergy Accounting 

  • The newly combined company can account for the synergies achieved by an M&A transaction by recording it on its goodwill account on balance sheet. ​
  • On the balance sheet, goodwill is recorded as a non-current asset. ​
  • Goodwill is the intangible asset that is gained with one company’s acquisition of another company. ​
  • It is calculated by subtracting the difference between the fair market value of the assets and liabilities from the company’s purchase price. ​
  • Goodwill represents the expected future value of a company’s growth due to a merger or acquisition. ​
  • Value of goodwill must account for the expected future cash flows, growth rates, revenues & company capital costs.​

Synergy Managers may be assigned to specific synergies to ensure their tracking and realization during the PMI process help identify growth opportunities and execute them.

Synergy Timelines include

  • Quick win synergies (quick realization with larger impact, like inventory reduction, capacity and workforce rationalization)​
  • Longer term synergies like revenue synergies (medium term, includes top-line growth through access to new markets or leverage cross-selling) ​
  • Structural cost synergies (longer term, including business process re-engineering, supply chain optimization, SG&A and infrastructure restructuring).

Synergy Accounting 

  • The newly combined company can account for the synergies achieved by an M&A transaction by recording it on its goodwill account on balance sheet. ​
  • On the balance sheet, goodwill is recorded as a non-current asset. ​
  • Goodwill is the intangible asset that is gained with one company’s acquisition of another company. ​
  • It is calculated by subtracting the difference between the fair market value of the assets and liabilities from the company’s purchase price. ​
  • Goodwill represents the expected future value of a company’s growth due to a merger or acquisition. ​
  • Value of goodwill must account for the expected future cash flows, growth rates, revenues & company capital costs.​

Missing Synergy Targets

Unfortunately, M&A synergies are not achieved 70% of the time. ​

The combination of two companies is much easier said than done with significant gaps between what is expected and what happens, including over-estimations, conflicting opinions, different stakeholders, lengthy processes, changes in context or organizational strategy, etc. ​

Misevaluation: The acquiring company may overpay for a company, and as a result, it can never financially recover from the investment.​

Culture Clash: It is often difficult to combine different management teams of companies, especially when dealing with cross-border transactions.​

Poor Integration Process: Combining two companies’ systems, processes, technologies, and employees is often very challenging.​

Many companies struggle to realize Revenue Synergies because integration strategies and operating models are not aligned with the deal thesis, there is limited buy-in from business unit leaders, and lack of specific sales targets across channels and teams. ​

When designing revenue synergies, companies need to evaluate many revenue levers, such as the current customer base, go-to-market model, pricing, product portfolio and route-to-market alignment, as these are often linked to each other.​

 

C: Value Creation Plans

Beyond the M&A Transaction Value Creation Thesis, we focus on short-term value capture and long-term value creation to deliver maximum returns for all shareholders. ​

Our experts help navigate the complex process of combining and rearranging your business and find as much value as possible at the exit, at the lowest cost. ​

Our deal teams turn seamlessly into post-close teams, and work with you to create new revenue streams, build and manage tech platforms and optimize operations. ​

Our value creation strategies include Brand Identity, Messaging Strategy, Sales and Marketing Acceleration, Operating Model Optimization, Organizational Design, Digital Transformation, and IT Value Creation.

Value Creation Plans (Continued)

(1) Brand Identity​

In today’s competitive landscape, establishing and nurturing a strong brand identity is crucial for long-term success and value creation.​

Brand identity encompasses the visual, emotional, and cultural aspects that distinguish a brand from its competitors in the minds of consumers. It goes beyond just a logo or a product; it embodies the essence of what the brand stands for, its values, personality, and promise to its customers.​

  • Value Creation: A strong brand identity can command premium pricing, enhance customer loyalty, and drive revenue growth, ultimately leading to higher valuation multiples and returns on investment.​
  • Risk Mitigation: A well-established brand identity can provide a competitive advantage and mitigate risks associated with market fluctuations, competitive pressures, and changes in consumer preferences.​
  • Exit Strategy: A compelling brand identity enhances the attractiveness of a portfolio company to potential buyers or investors during exit opportunities, leading to a smoother exit process and potentially higher valuations.​
  • Strategic Alignment: Private equity firms must align the brand identity of their portfolio companies with their strategic objectives, market positioning, and target customer segments. This alignment ensures coherence and consistency in brand messaging and experience.​
  • Investment in Brand Building: Private equity investors should prioritize investments in brand building initiatives, including marketing, advertising, product development, and customer experience enhancements, to strengthen brand equity and market presence.​
  • Cultural Integration: Recognizing that brand identity is not just external but also internal, private equity firms should focus on cultural integration within portfolio companies to ensure that employees embody the brand values and deliver on the brand promise.​
  • Long-Term Perspective: Building a strong brand identity requires a long-term perspective and commitment from private equity investors. It involves patient capital, strategic vision, and continuous investment in brand development initiatives over the investment horizon.

​(2) Messaging Strategy

Crafting a robust messaging strategy is paramount for PE firms, as it influences stakeholder perceptions, deal flow, fundraising, and ultimately, return on investment

  • Understanding the Stakeholders: PE firms navigate a diverse stakeholder landscape, including investors, portfolio companies, regulators, and the public. Effective messaging acknowledges and addresses the unique needs of each group, fostering trust and engagement.
  • Transparency and Trust: Transparency is key in PE communication. Investors crave clear, honest details on fund performance, strategies, and risk management. By actively sharing information, PE firms build trust and lasting investor relationships.​
  • Differentiating Factors: In a competitive market, clearly communicating what sets a PE firm apart is crucial. Whether it’s industry focus, operational expertise, or value creation strategies, highlighting these factors drives investor interest and deal flow. Consistent messaging reinforces the firm’s identity and strengthens its market positioning.​
  • Managing Perception: Perception shapes the success of PE firms. Negative views on leverage, short-termism, or conflicts of interest can erode trust and deal-making. Proactive management through targeted messaging and strategic communication is vital for shaping positive narratives and reducing reputational risks.​
  • Navigating Regulatory Environment: PE firms navigate a complex regulatory landscape with evolving compliance needs and increased scrutiny. Effective messaging means not just compliance, but also engaging stakeholders to shape policy and advocate industry interests. Positioning as responsible stewards of capital and economic growth enhances reputation and credibility.​
  • Adapting to Market Trends: PE firms evolves with technology, economics, and investor preferences. An adaptable messaging strategy helps firms stay ahead and seize new opportunities. Utilizing digital channels and integrating ESG considerations enhances relevance and competitiveness.

A well-crafted messaging strategy that prioritizes transparency, differentiation, and perception management can be a catalyst for success, driving investor confidence, deal flow, and ultimately, value creation.​

By understanding the needs of diverse stakeholders, navigating regulatory complexities, and staying attuned to market trends, PE firms can unlock new opportunities and thrive in an increasingly competitive landscape.

(3) Sales and Marketing Acceleration

In the world of PE, the quest for growth is perpetual. Investors are constantly seeking opportunities to maximize returns and drive value creation within their portfolio companies.​

In this pursuit, sales and marketing acceleration has emerged as a powerful strategy to unlock untapped potential and propel businesses towards success.​

Sales and marketing acceleration in the context of PE involves implementing strategic initiatives aimed at rapidly increasing revenue and market share

It goes beyond traditional sales and marketing approaches by leveraging data analytics, technology, and targeted strategies to drive measurable results in a shorter timeframe.

  • Data Driven Insights: Sales and marketing acceleration relies on robust data analytics. PE firms analyze market trends, customer behavior, and competitor strategies to drive growth opportunities. Data insights drive informed decisions and tailor strategies for maximum impact
  • Strategic Positioning: In today’s competitive landscape, differentiation is key. PE firms work closely with portfolio companies to define their unique value proposition and position them strategically in the market. This involves understanding customer needs, articulating compelling messaging, aligning products or services with market demand.​
  • Technology Integration: Technology plays a pivotal role in accelerating sales and marketing efforts. From customer relationship management (CRM) systems to marketing automation platforms, PE firms should invest in cutting-edge tools to streamline processes, optimize campaigns, and enhance customer engagement. By harnessing the power of technology, companies can scale their operations and drive efficiency.​
  • Talent Development: People are at the heart of any successful sales and marketing strategy. PE investors should prioritize talent development within portfolio companies, ensuring they have the right team in place to execute growth initiatives effectively.​
  • Rapid Revenue Growth: By implementing targeted sales and marketing initiatives, portfolio companies can accelerate revenue growth and achieve financial milestones more quickly. This not only enhances shareholder value but also attracts potential buyers or investors looking for high-growth opportunities
  • Enhanced Market Positioning: Strategic sales and marketing acceleration enables companies to carve out a distinct competitive advantage in the market. Whether through product innovation, customer segmentation, or pricing optimization, businesses can strengthen their market positioning and capture greater market share.​
  • Optimized Operational Efficiency: Sales and marketing acceleration goes hand in hand with operational excellence. By streamlining processes, leveraging technology, and empowering employees, companies can operate more efficiently and effectively. This not only drives cost savings but also creates a scalable foundation for sustainable growth.​
  • Increased Investor Confidence: PE investors are drawn to opportunities with strong growth potential. By demonstrating tangible results through sales and marketing acceleration initiatives, portfolio companies can instill confidence in investors and attract additional funding for future expansion and development.

(4) Operating Model Optimization

PE firms are renowned for their adeptness at identifying undervalued assets, restructuring them, and ultimately enhancing their value.

While traditional methods such as financial engineering and strategic acquisitions have long been staples in the industry, a nuanced focus on operating model optimization is increasingly becoming a critical driver of success.​

An operating model represents the blueprint of how a company operates on a day-to-day basis to deliver its products and services to customers. It encompasses elements such as organizational structure, processes, technology, and people. Optimization of this model involves streamlining these components to enhance efficiency, reduce costs, and ultimately drive profitability.​

Operating model optimization goes beyond cost-cutting. It’s about reshaping operations to align with strategy and market needs, including process redesign, restructuring, and tech for agility and scalability.

  • Strategic Alignment: The first step in optimizing an operating model is aligning it with the overarching strategic goals of the business. PE firms need to assess the current state of operations and identify areas where optimization can directly contribute to value creation. Whether it’s improving supply chain efficiency, enhancing customer experience, or accelerating product innovation, every optimization effort should be tied to strategic objectives.​
  • Organizational Restructuring: Often, portfolio companies inherit legacy organizational structures that are ill-suited for their current operating environment. PE firms can drive value by restructuring these organizations to enhance accountability, improve decision-making processes, and foster a culture of innovation. This may involve flattening hierarchies, consolidating functions, or empowering cross-functional teams to drive collaboration and efficiency.​
  • Process Optimization: Inefficient business processes can impede growth and erode profitability. By conducting a thorough analysis of existing processes, PE firms can identify bottlenecks, redundancies, and areas for improvement. Implementing lean principles, automation, and performance metrics can streamline operations, reduce cycle times, and enhance overall productivity.​
  • Technology Enablement: Technology plays a pivotal role in modernizing operating models and driving competitive advantage. PE firms can leverage technology solutions such as ERP systems, CRM platforms, and data analytics tools to optimize processes, improve decision-making, and enhance agility. Moreover, investments in digital transformation initiatives can position portfolio companies for long-term success in an increasingly digital world.​
  • Talent Development: Investing in talent is key, including upskilling, fostering continuous learning, and attracting top talent. Aligning compensation with goals and incentivizing performance boosts engagement and retention.

The true measure of success in operating model optimization lies in its ability to generate tangible value for stakeholders. ​

PE firms should track key performance indicators (KPIs) such as revenue growth, margin improvement, and operational efficiency to gauge the impact of optimization efforts. ​

Additionally, regular monitoring and course correction are essential to ensure that the operating model remains aligned with evolving market dynamics and strategic priorities.

(5) Organizational Design

In the dynamic landscape of PE, where capital meets opportunity, organizational design emerges as a critical lever for unlocking value and maximizing returns. ​

PE firms, wielding substantial financial resources, seek not only to invest but to actively shape the businesses they acquire for optimal performance and growth. At the heart of this endeavor lies organizational design, a strategic framework that orchestrates structure, processes, and culture to align with business objectives.​

Organizational design goes beyond mere restructuring; it involves crafting an operational blueprint tailored to the unique needs and growth trajectory of each portfolio company. ​

By optimizing the way resources are allocated, decisions are made, and talent is leveraged, firms can enhance efficiency, agility, and ultimately, value creation​.

Reshape organizational structures to streamline decision-making, enhance accountability, and facilitate agility. This may involve flattening hierarchies, consolidating functions, or creating specialized units to capitalize on emerging opportunities.​

Efficient and standardized processes are essential for driving operational excellence and scalability. Implement robust systems for financial management, performance tracking, and risk mitigation, ensuring transparency and alignment across the organization.​

 Focus on talent acquisition, development, and retention strategies to ensure that the right people are in the right roles, equipped with the skills and motivation to drive performance and innovation.​

Foster cultures of accountability, collaboration, and continuous improvement, fostering an environment where employees are empowered to take ownership and initiative.​

(6) Digital Transformation

Digital Transformation a catalyst for unlocking value, driving operational efficiency, and fostering sustainable growth within the portfolio companies.​

Digital transformation encompasses the integration of digital technologies into all aspects of business operations, fundamentally reshaping how companies deliver value to customers, optimize processes, and innovate. ​

Digital Transformation drives Competitive Advantage, Operational Efficiency, Customer-Centricity, and Innovation and Agility.

Key Components of Digital Transformation

  • Technology Infrastructure: Investing in robust digital infrastructure lays the foundation for transformational initiatives. Adopt scalable, secure, and agile technology platforms that enable seamless integration and innovation.​
  • Data-driven Insights: Data is the lifeblood of digital transformation, powering informed decision-making and predictive analytics. Leverage data analytics, AI, and machine learning to extract actionable insights, optimize processes, and drive strategic initiatives within their portfolio companies.​
  • Customer Experience: Digital transformation revolves around enhancing the customer experience across all touchpoints. Collaborate with portfolio companies to design intuitive interfaces, personalize interactions, and deliver seamless omni-channel experiences that drive customer satisfaction and loyalty.​
  •  Talent and Culture: Building digital capabilities requires a skilled workforce and a culture of innovation. Private equity firms invest in talent acquisition, upskilling, and organizational culture initiatives to cultivate a digitally fluent workforce that embraces change, collaboration, and continuous learning.

(7) IT Value Creation

  • Optimal Degree of Integration or Divestiture​
  • Day One Plans, Medium-Term and Long-Term Plans​
  • Optimize Teams @ Onsite, Onshore, Nearshore, Offshore ​
  • Headcount reduction (duplication and organization streamlining)​
  • Managing TSA – Transition Service Agreements; Exit Plans​
  • Application consolidation & legacy system retirement (core business, back-office)​
  • Economics of scale (HW/SW procurement, service agreements, and licenses)​
  • Telecom contractual arrangements (long distance, local, conferencing)​
  • Support consolidation (help desk, maintenance, PC services)​
  • Operational efficiencies (business process, data centers, networks)​
  • Outsource non-value-add services.​
  • Physical asset consolidation (data centers, shared services)​
  • HW, SW, business process standardization​
  • Expenditure avoidance (telecom bill audits, current/future services, development projects)​
  • Skills transfer/upgrade (managerial / technical)​
  • Effective practice sharing (delivery model, service levels)​
  • Application Rationalization​
  • Infrastructure Rationalization and Modernization​
  • Cybersecurity enhancements​
  • Cloud Transformation: On-premises, Cloud, Hybrid Cloud​
  • Social, mobile,and digital transformation​
  • Data analytics and reporting​
  • AI Application Development​
  • Time to value​
  • Digital Transformation Projects​
  • ERP Implementation for Bottom Line Efficiency (NetSuite, Oracle Cloud, etc.)​
  • CRM Implementation for Top Line Growth (Salesforce, Zoho One, etc.)​
  • Office 365 Implementation: Better coordination (Migration from Google Workspace)

 

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