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Getting your business Investment Ready

Getting your business Investment Ready. Have you thought about this? What is the shareholders’ expectation? A Perspective Liz Swanston CEO and lead shareholder of Priority Solutions sold to Phoenix International 1997

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Getting your business Investment Ready

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  1. Getting your business Investment Ready Have you thought about this? What is the shareholders’ expectation? A Perspective Liz Swanston CEO and lead shareholder of Priority Solutions sold to Phoenix International 1997 Director and lead shareholder of Superstructure Group sold to Rolls Royce Group plc 2012

  2. From Wellington to Rolls Royce Group plc. International Advisory Board Global brand Derby, UK, June 19th, 2012. Optimized Systems and Solutions (OSyS) a wholly-owned subsidiary of Rolls Royce Group plc. has today acquired Superstructure Group, a market-leading provider of aviation safety, quality, risk and regulatory compliance software.

  3. Getting ready for International investment Visualise the end-game The Challenge Intelligent Manoeuvres The Win • Develop your Corporate Strategy to be investment ready by: • Separate it from your Operational Strategy • Set high International Governance standards from the start  to satisfy international investors and partners • Structure your Board with credible executives to give investor/partner confidence • Form an Advisory Board to access influential contacts, and to enhance investor/partner confidence • Identify strategic partnerships using your Advisory Board • Locate your resources to give investor confidence and ease of investment

  4. Barriers to International Investment Think Global Governance Corporate Strategy Systems • Not recognising that Corporate Strategy is different from Operational Strategy • Opaque share and tax structures • Poor Board governance and structure • No checks and balances in the Board • Poor financial management systems • Poor international expertise – no Advisory Board • Inappropriate location of senior executives

  5. How we did it - Operational Strategy Market Awareness Setting Expectations Repeatable processes Reduced time to market • Understood the difference between Corporate and Operational Strategy and built the capability • Enhanced business value – operations, customers, shareholders (the 3 legged stool) • Accessed influential contacts and an international network (Non Exec Directors and Advisory Board) • Identified Operational strategic partnerships that may lead to Corporate developments

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