Manchester Angels’ Post

If an investor is only interested because you're offering them a discount valuation, then they're not really interested. Valuation is important. But an investor should be interested because they can build conviction around what you're building in the market you're building in and the team that's building; not because you've offered them a discount.

If I found you the right real estate deal for your desired portfolio growth strategy, would you be ready to buy? Value Add Tax Efficiency Corporate Structure Management Exit Strategy If you haven’t discussed and worked through each of these vital components, then it’s time to build your team. That way you won’t kick yourself for missing out on deals you should’ve been prepared for.

Myths of Business Ownership: --> No time for balanced lifestyle --> Managing big teams is difficult --> Cutthroat competition My reality: --> I exercise twice every day and finish working by 430 --> I run a team of 100 globally on a handful of calls/week --> The most successful people I meet are the most generous Don’t believe everything you read about business ownership.

Investor pitch summarized in 8 words. Right company. Right problem. Right team. Right time. All are important. But taking one out of the equation is like having a three-legged table. It might work but will most likely fall over at some point.

Building a Winning Team isn’t a Stroke of Luck, It’s Something you have to Build. 👇The Energy Investment Model is a Method that can help with this. It identifies 2 dimensions of an Individuals Motivation for a task: • Their Attitude towards Change. • Their Willingness to Invest Effort into the change.

Feeling like you aren't making progress leads to ⬇ rushed decisions / emotional decisions / biased decisions which leads to ⬇ giving up on a process before it has time to work This can apply to many things. We see it with financial planning all the time, and it is important to have a team behind you to avoid this pitfall.

Sometimes it helps to change your vantage point (or perspective). As businesses feel the squeeze from the internal and external pressures that are surrounding us all, it is absolutely CRITICAL to start finding hidden pockets of cash and opportunities in each department of your business. This is not about cutting costs or team members, and it's not about allocating blame and increasing workloads to amp up the pressure - these decisions are often marred with frantic emotion and often leads to digging a deeper hole. It's about working as a team, and getting strategic in how to get everything you can, out of everything that you've got. It's about how to do more with similar resources, rather than the traditional approach of trying to do the same with fewer resources. There are simple components to it, but it's not necessarily easy - you need to know where to look. We have a range of diagnostic tools that can help you assess critical measuring points across multiple functions of business - its a great place to start. >>> https://smpl.is/8ygvs If you need further assistance, please reach out, our team would love to help.

In my last post, I explained how having a knowledgeable and motivated team gives you an edge in the eyes of an investor and increases your chances of being funded. The big problem with building a team though is that it is extremely difficult (nearly impossible) to build your early team of knowledgeable and motivated people without money. So, if you don’t have all the money, and you discover you need to have the team in order for you to get to the money, here’s what you can do to overcome this problem. 👇🏾 Give the team an opportunity to also win big and earn a lot of money from the future success of the company. Put them in position to reap a significant reward for themselves for sacrificing a lot to work in the early days to grow the company. You do this basically by giving them SHARES - that is, percentages of ownership in the company that entitle the holder of those shares (shareholder) to share in the profits of the company after the company’s liabilities have been paid.

Sometimes it helps to change your vantage point (or perspective). As businesses feel the squeeze from the internal and external pressures that are surrounding us all, it is absolutely CRITICAL to start finding hidden pockets of cash and opportunities in each department of your business. This is not about cutting costs or team members, and it's not about allocating blame and increasing workloads to amp up the pressure - these decisions are often marred with frantic emotion and often leads to digging a deeper hole. It's about working as a team, and getting strategic in how to get everything you can, out of everything that you've got. It's about how to do more with similar resources, rather than the traditional approach of trying to do the same with fewer resources. There are simple components to it, but it's not necessarily easy - you need to know where to look. We have a range of diagnostic tools that can help you assess critical measuring points across multiple functions of business - its a great place to start. >>> https://smpl.is/8ygvr If you need further assistance, please reach out, our team would love to help.

I've noticed one intangible that can ultimately define success within portco financial ops and general value creation processes 👉 👉 Team building & chemistry Sure, there are great frameworks to making good individual hires (not necessarily the intangible piece) But building a cohesive team from those individuals is a different concept entirely. Since personnel are hired at different periods chronologically, it’s hard to know what that winning team will look like ahead of time. Here are a few themes to look out for: 👉 Are things generally working inside the company? Maybe it’s hard to put your finger on it, but is the trend line going in the right direction (is the team meeting KPIs, profitability goals, etc.)? 👉 You might have intercompany squabbles from time to time (most everyone has some quirk or another), the key is can those people still work successfully together and feed off of each other creatively? I had a client once that wanted to separate from their current CFO and rebuild their entire finance function. Symptoms: unresolved, internal conflict; general lack of cooperation (the CFO/CEO working against each other), etc. Sure, certain hires might have all the talent in the world - but if the team doesn’t work, it’s a losing battle and you will have an uphill climb to unlocking that embedded value in your recent acquistion. _____________________ Want to read more? I have a blog on Medium (in Featured ✌️🖊️)