4-month contract for a music equipment manufacturing business with factories in Southern China in an operational role leading several teams in the group finance function: consolidation, FP&A and treasury. Special project was to work with logistics management to clear internal audit report points and implement an action plan, thereby preparing the company for a potential stock market listing.
A non-domiciled business, operating in China via a nominee company desired to exit the arrangement as the business had become toxic. Despite professional advice steering the business towards a voluntary liquidation which would have crystalised significant tax liabilities, a negotiation was conducted with the nominee partners which enabled the company simply walk away without liabilities, costs or professional fees.
A technology company looking to enter China and exploit first-mover advantage, required a deep study and long-term outlook of the market to assess whether to change business model. The solution involved a 7-year projection of assets under management in the market based on changing market regulations and growth trends. The outcome was a shift to a platform licensing model.
A company with 8 country finance departments was looking to improve management information flow, reduce costs and cut the time taken for the month end close. A change in ERP system was decided and this was implemented hand-in-glove with an overhaul of all finance processes. The outcome was the removal of 3 mainframe machines, rented at US$1m per annum, and the automation of the month end, leading to a reduction in headcount from 143 to 97 despite an increase to 10 country finance teams.
A media company facing significant seasonal fluctuations in revenue needed to align its cost model by shifting the cost of non-core functions from fixed to more variable. This was achieved by identifying offshore partners for digital development, database building, delegate registration and telesales. The outcome was a reduction in costs for these activities between 25% and 50% and a reduced requirement for office space in Hong Kong.
Advised a UK based technology company focussed on the distribution of its interactive content as it deliberated expanding its services into South East Asia. The project included identification and evaluation of potential partners as well as strategic direction.
Facilitated a two day workshop for the Board and senior management team of a large pay TV platform that provides services across a divers region. The key aspect was to deliver consensus amongst the various stakeholders around strategic direction and next steps
Developed a coherent and practical growth strategy for a foreign media company in China. The project involved market research and business analysis, growth strategy formulation and evaluation, investment justification and business case modeling and execution plan. The resulting strategy received the full endorsement of the Group CEO and Shareholder
Based in Hong Kong, Asia’s leading independent business intelligence provider raised significant additional expansion capital from a leading Chinese growth capital private equity firm. Our key tasks included – preparation of marketing materials and the information memorandum; target identification and qualification; deal structuring and negotiations. The valuation agreed represented a significant premium for the existing shareholders.
Over a five year period we undertook in-depth annual research for this large, international corporate services client on the factors driving and constraining the off-shore incorporations market with specific reference to China. The product of the research became the centre-piece of this clients annual marketing plan including the provision of client events, webinars and public relations collateral.