Independent Business Review (IBR)
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Quick Scan
Independent Business Review
An IBR will provide insights on several areas:
- How stable is the company at present and how robust are future projections?
- Are there any profitability and/or liquidity issues to be expected in the short term?
- Does the strategic agenda align with market outlooks, management capabilities and operating performance?
- The review will reveal if there are any underlying profitability issues with, for example, specific product lines, markets, geographies, or subsidiaries.
- Is the corporate and management structure and operating performance adequate when compared to the competitors?
- ACE assists by providing a range of options available in the short and longer term.
Quick Scan
Restructuring often requires a detailed evaluation of a company’s financial situation – fast.
Our methodology closely and quickly examines a company’s financial position. This approach enables us to quickly find opportunities that could improve value creation, reduce costs, and mitigate risk – usually in four weeks or less.
Courtesy by Damen
Restructuring Advisory
Restructuring Advisory
Courtesy by Damen
Business and scenario planning
Every successful business is founded on a sound business plan that concisely and clearly outlines the strategy, a plan for how the business will execute the strategy and the financial projections including scenarios.
Not surprisingly many businesses find themselves without sufficient time or bandwidth to properly plan for the future. Our business planning process will involve close collaboration with your executive teams to build a viable business plan and a high-impact execution plan to enable your vision. And we build up a financial model to gain insights in different scenario’s to help calibrate your plans. The financial model is key in understanding the potential outcomes of strategic choices and to be able to swiftly adjust when needed. This will secure the necessary buy-in from those needed to support required financing and investments.
We support or even take the full responsibility for the preparation and delivery of presentations to different stakeholders and executive decision makers. Once a plan is approved, we can demonstrate that we truly excel in the implementation.
Restructuring implementation
Implementation is by far the most important capability for achieving a successful turnaround – applying a step-by-step, disciplined approach to implementation is crucial to meet the set goals.
We bring real-live experience of converting strategic and turnaround plans into flawless execution.
We help companies to develop and execute broad transformational and structural actions, with focus on enabling sustainable change, designing the right organization structure, and keep the organization’s key talent engaged.
We do not only set up a detailed schedule but also set the pace of the transformation and we keep score. A simple, consistent way of defining and tracking value (in euros) gives clear insight in results and the effect of all actions. Our implementation team ensures everyone has access to the same simple rulebook and is trained to understand it. Every initiative should link to the same value measure and we only stop when the set goals are achieved.
Courtesy by Damen
Interim-Management
CEO – CFO – CRO
The C-level roles are interim; if we can implement the restructuring programs quickly, our life span in any job could be as short as three months. If it also encompasses an operational transformation, this could be up to 9 months.
At the heart of our interim role is an ability to strike the right balance between carrot and stick, between short-term improvement and long-term value, and between making sure line managers themselves take responsibility for change and personally ensuring they deliver results quickly and with suitably high ambition. Such judgment is also important when it comes to deploying the often-limited resources to the different priorities of a transformation.
Interim-Management
CEO – CFO – CRO
The C-level roles are interim; if we can implement the restructuring programs quickly, our life span in any job could be as short as three months. If it also encompasses an operational transformation, this could be up to 9 months.
At the heart of our interim role is an ability to strike the right balance between carrot and stick, between short-term improvement and long-term value, and between making sure line managers themselves take responsibility for change and personally ensuring they deliver results quickly and with suitably high ambition. Such judgment is also important when it comes to deploying the often-limited resources to the different priorities of a transformation.
Courtesy by Damen