OWNERS · CORPAND
Continue, professionalise, prepare a succession, bring in capital, sell a stake or sell it entirely.
CORPAND helps you understand what each alternative involves before you decide.
You need not have decided to sell, nor be clear yet on what the next step is.
THE MOMENT TO DECIDE
It does not all come down to continue or sell.
A company may have taken years to build. And when the time comes to think about what comes next, the answer is not always obvious.
Each alternative may have different implications for the company, the owner's wealth and their future.
The question is not only which options you have.
It is understanding what each one involves before deciding.
BEFORE DECIDING
An important decision needs a complete view.
Knowing how much the company turns over or having an estimate of its value is not enough.
To understand the alternatives, the business has to be looked at from different angles.
BUSINESS
How the company works, how it generates value and how solid its model is.
FINANCIAL SITUATION
Results, margins, cash generation and the economic quality of the business.
VALUE
What indicative value the company may have and which factors can raise or lower it.
DEPENDENCIES
How far the business depends on the owner, key people, clients, suppliers or other critical elements.
TRANSFERABILITY
How far the company can keep operating and preserving value through a change of ownership or structure.
RISKS
Which factors may condition the future of the company or a possible transaction.
Understanding all this does not determine the decision.
It allows it to be made with more perspective.
THE ALTERNATIVES
Analysis serves to allow comparison.
Getting to know the company better is only the first step.
The value of the analysis appears when it makes it possible to understand what each alternative involves and what may condition it.
UNDERSTAND
Where the company stands today.
Business, financial situation, value, dependencies, transferability and risks.
IDENTIFY
Which alternatives are genuinely possible.
Not starting from a prior decision, but putting the different paths on the table.
COMPARE
What each alternative involves.
Value, risks, timing, preparation, consequences for the company and also for the owner.
PRIORITISE
Understand what truly matters.
Separating what can condition the decision from what does not change it materially.
DECIDE
Choose with sounder judgement.
With a more complete view of the company, the alternatives and their implications.
Understand what you have.
Compare what you can do.
Know what matters.
Decide with judgement.
HOW WE WORK
Decide. Prepare. Execute.
Not every company needs the same path. That is why the process does not begin by assuming what the final decision will be.
DECIDE
Understand before acting.
We analyse the company, its financial situation, its value, its dependencies, its risks and the different alternatives.
The aim is to bring perspective and judgement so the owner can decide what they want to do with their company.
PREPARE
Work on what conditions the next step.
Once the path is defined, we identify what should be prepared, taking into account the company's situation, the owner's objectives and the demands of the chosen alternative.
Information, structure, dependencies, risks, documentation or positioning.
Preparing is not fixing everything.
It is understanding what matters and working on what may condition the next step.
EXECUTE
Turn the decision into a process.
When the chosen path involves a business transaction, CORPAND takes on its direction and coordinates the different parts of the process.
One decision. One process. One direction.
The decision is the starting point.
The transaction, only when it makes sense.
WHEN THE DECISION INVOLVES A TRANSACTION
Deciding is only the beginning.
When the decision involves selling the company, bringing in a partner, adding capital or structuring another corporate transaction, a different process begins.
CORPAND takes on its direction and coordinates the different parts through to closing.
PREPARATION
Preparing the company and the necessary information before starting the process.
DOCUMENTATION
Structuring the information so the transaction can be analysed rigorously.
COUNTERPARTIES
Identifying, selecting and approaching the right buyers, investors or partners.
NEGOTIATION
Ordering the proposals, comparing alternatives and leading the negotiation.
DUE DILIGENCE
Coordinating the analysis process and the specialists involved.
CLOSING
Supporting the transaction through to its formalisation.
The owner continues to make the decisions.
CORPAND directs the process.
WHY CORPAND
An overall view. The judgement needed at every moment.
A decision of this scale can have business, financial, tax, legal, employment and personal implications.
CORPAND keeps the overall view and brings in the right specialists when the process requires it.
INDEPENDENT JUDGEMENT
First we analyse the decision. Then, if it makes sense, the transaction.
OVERALL VIEW
We keep a single view over the company, the alternatives and the process as a whole.
SPECIALISTS WHEN NEEDED
We bring in financial, legal, tax, employment, sector or technical knowledge according to the needs of each situation.
DIRECT INVOLVEMENT
We work on a limited number of processes to keep judgement, follow-up and direct involvement.
A company is not only an asset. It is also a history, a set of responsibilities and an important part of its owner's wealth.
That is why deciding what comes next is not only a question of valuation.
Confidentiality is not an added benefit.
It is a condition of the work.
One point of contact.
One overall view.
The specialists required.
A FIRST CONVERSATION
Perhaps you have not yet made a decision.But something is already making you consider what comes next.
It may be an approaching succession. An offer you have received. The wish to reduce your involvement. The need to bring in capital or a partner. The possibility of a sale.
Or the time has simply come to think about the future of the company.
You do not need to have the answer to start a conversation.
You need not have decided to sell.