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ADRIAN SMITH 32 Sandy Road Norton, Stourbridge West Midlands DY8 3AH Tel +44 (0) 1384 376497 Tel (m) +44 (0)7717 224 070 Email: Adrian.firstname.lastname@example.org PROFILE Bilingual (English, French) MBA with 17 years post-MBA experience in marketing and financial management and corporate finance. Commercially astute and revenue-focused, with good awareness of investment appraisal/Business case development techniques. Experience of developing marketing plans and running EMEA-wide business development/lead generation programs in technology markets with full P&L responsibility. International outlook - lived, worked and studied in France three times, and worked on international projects. Experience of managing virtual teams across several geographical locations. Proficient in several computing applications. Corporate finance experience from having worked as an advisor, manager in corporates with M&A responsibility and with the experience of having set up and sold my own business. ACCOMPLISHMENTS Worked on a variety of fund-raising, disposal, trade sale, and acquisition and joint venture projects for IT/Telecoms clients. Deals were normally in the £5-20m range. Regent closed 30-35 deals pa. Monitoring conditions which influence company valuations and producing quarterly analysis of the trends in company valuations. (also used as a sales and marketing tool) Conducting market analysis, tracking of IPOs and Venture capital investments, strategic audit, company valuation, buy/sell services, joint venture consulting and fund raising services. (also used as a sales and marketing tool) Fund raising for a small but 10 year old IT company to support new investment for new product/services line. Advisor on the merger of a UK technology company with a Swedish company Advisory role to one of the shareholders of a European services company on an acquisition proposal from another company. Advisor to a startup software company looking for strategic partners/acquirers to help them market their product to the corporate market. Research consulting to help a business services company develop its proof of concept, business plan and marketing strategy MBO advisory role, advising the potential buyer on strategy/objectives and the deal process and structure Approximately 60 other startups have been through a due diligence-lead assessment process and have been given advice on structure, strategy, intellectual property and partnerships Developed business cases, via a process known as an AFE (application for expenditure) for investment into a new system for non-air travel reservations: for the purchase of a Customer Relationship Management system: investment into a solution to be targeted at the leisure sector. Conducted research and presented recommendations for potential internet acquisitions. WORK EXPERIENCE. 2005- MARKETING AND CORPORATE FINANCE PROJECTS DIRECTOR - Gwlad Courtney Set up own business in corporate development services. Fund raising, marketing and strategic services. Also Merger and Acquisition services. Seed Manager for an investment group looking for innovative projects. Advisory work, helping prepare a business for and eventual sale Acquisition mandate for a publishing company Strategic support for SMEs Part time retained advisor to an IT/Media company Sales mandate for an IT company and a PR company. 2004- 2005 BUSINESS MANAGER – EUROPE AND ASIA – RS/ Cybiom (Contract) Six sigma and process improvement consulting and training, Overall management of consulting operations across Europe and Asia, Development of the pipeline, forecasts and budgeting Management of staff Measurement and analysis of performance against set targets 2002-2003 MARKET DEVELOPMENT MANAGER – North EMEA - Galileo/Cendant IT/Telecoms and outservices for the travel sector. Running marketing programmes for technology solutions in the travel sector to support the yearly business plan Also responsible for identification of acquisition and joint venture opportunities. Account Management and coordination of bid responses. (c $16-30m pa per bid) Developing the business plan based on assessing European market trends Sales and market trends forecasting Lead Generation and Business development – Identifying and implementing best practices and developing key sales and marketing messages.. Provided cover for the counterpart in South EMEA, as necessary. 2001 -2002 FOUNDER AND MARKETING DIRECTOR, Ipecom Ltd. EMEA Emea wide responsibility B2C Marketing Services Company. Established proof of concept and business plan, via extensive consumer marketing research in 6 European regions. (UK, France, Greece, Spain, Scandinavia and Benelux) Succeeded in attracting good technology partners (Sun Microsystems, Telia), A web site with over 3,000 subscribers. A strong management team, including a co-founder of Oracle UK. The assets were sold to a marketing company. 1998 - 2000 CORPORATE FINANCE ASSOCIATE Regent Associates/Communications Equity Associates. Emea wide responsibility Outsourced Corporate development services for the Information and Communication Technology Industry. Regent/ CEA typically completes 35-40 deals a year . Business Development and lead generation - identifying companies with a potential need for corporate development services Support for executives, developing sales and marketing material for key meetings. Identifying opportunities for corporate development services in the technology sector Aided in the due diligence process for fund raising, acquisition and trade sale/disposal activities. Involved in the sale of ISPs, internet companies, channel players such as PC resellers, VARS, Advised US services companies on acquisitions in the mobile services, GRPS and WAP markets. Clients included Sage, Extraprise, Dodge, Northgate, Tetra, ISPs and BVRP Software. Focus on software, services, media and internet companies. 1995- 1998 SENIOR MARKETING CONSULTING MANAGER, Romtec plc. Emea wide responsibility Outsourced Marketing services for the Information and Communication Technology Industry. Responsible for Pan-European business development, account management for consulting and marketing services for IT, Telecoms and Internet clients. Supporting sales team responding to RFPs (requests for proposals) Responsible for the completion of formal tenders and other documents/presentations to be used in the sales and marketing process Ran a range of marketing programmes to win new business and also on behalf of technology companies. Responsible for market trends, forecasting and competitive intelligence consulting, Ran consulting projects, helping companies assess the demand for future products. Ran lead generation/direct marketing services for vendors and channel players for IT companies Ran research and consulting programmes to judge effectiveness of marcoms activities. Liaison with Press as expert opinion. Clients included Hewlett Packard, Microsoft, NCR, ICL Fujistsu, Siemens Nixdorf, Sunsoft, FTP Software, IBM, Lotus, BT, Vodafone, Cellnet, UUNet, Sequent, Bay Networks, Nortel and AT&T. 1991-1992 PROGRAMMES MANAGER AND SALES AGENT Séjours Linguistiques en Famille. Language training for managers Managed training programmes, budgeting and product planning activities. Responsible for active marketing of the group’s services in the Toulouse region. Established a network of regional sales agents. 1987-1991 MARKETING ANALYST. (2 ½ YEAR INTERN JOB/SPONSORSED PROGRAMME DURING THE FIRST DEGREE) Digital Equipment. Computer hardware manufacturer, software and services company Worked for the strategy group, and reported to the UK Board. Conducted various studies and research into market trends, sector analysis. EDUCATION 1993-1994 MBA (European) Canterbury Business School, UK. And the Ecole Superieure de Commerce, Reims, France 1987-1991 BA (Honours) Business Studies Bournemouth University, UK OTHER INTERESTS Racket sports, keep fit, travel, cooking, golf, watching rugby (especially Wales). Testimonials Adrian has an ability to identify issues and suitable solutions with laser type precision and lightening speed, sheer brilliance! He understands the needs of entrepreneurs from blue sky to plan of action and adds a twist of humour which makes him engaging, entertaining and professional at the same time.” June 7, 2010 Gary Lennon, Founder, Ideas2Reality (from my Linkedin profile http://www.linkedin.com/profile/edit?trk=tab_pro#profile-recommendations ) Adrian provided some great services and was a driving force in the early stages of my business. A recommended consultant for any emerging business.” January 29, 2010 Top qualities: Expert, Good Value, Creative Ali Syme, (from my Linkedin profile http://www.linkedin.com/profile/edit?trk=tab_pro#profile-recommendations ) Thank you once again for your contribution during our EXTREMELY SUCCESSFUL & WELL-ACCEPTED July training course. I would like to share some of the feedback we got after your session. All of it was uplifting and very positive. It was a resounding VERY GOOD from everybody. THANK YOU SO VERY MUCH FOR YOUR INPUT! We will be running a combined course again from the 16th to the 27th of August 2010 (including Finance) and I would love to make use of your services if you are available. Let me know how your dairy’s looking. For now, thank you and JOB WELL DONE! With warm regards, Rolien Van Heerdan, Training and Development Coordinator www.theemanagementschool.com I have known Adrian for a number of years and know him to be a reliable and professional individual. Having worked with Adrian on a number of projects, I can confidently recommend him to any potential business partner. His skills are wide ranging, however, his real skill set is in the areas of new business development and investment appraisal. Particularly in the construction and analysis of business strategy, investment readiness, and the preparation of a business for exit. Graham Reeves Managing Partner Sintassi “Good attention to detail and took to the trouble to really understand the task. Performed on time. Thoroughly professional service.” (small research project on from people per hour) https://www.peopleperhour.com/feedback_details.php?fid=225 “Thanks Adrian for all the information - all invaluable. I got a lot out of our meeting – and a lot of ideas I just hadn’t thought of. I feel a lot more positive about the possibility of taking my business forward - so thanks and look forward to seeing you again in May.” Clare Daley Nutrition for Heath. Transaction experience. Gwlad Courtney 1 Preparation of fund raising programme or a small but 10 year old IT company to support new investment for new product/services line. The intellectual property has been assessed, and consequently new lines of business have been added to the business model. The strategy has been built around the founders’ strengths – creativity and innovation, and finding partners for marketing and distribution. A marketing partner in the same industry has been found and an interim CEO has also been sourced. The second step is to help generate some business which will help justify the business plan to an investor who has already been identified and is willing to work with us to set up an investment readiness programme . 2 Advisor on the merger of a technology company with a Swedish company 3 Advisory role to one of the shareholders of a European services company on an acquisition proposal from another company. 4 Advisor to a startup software company looking for strategic partners/acquirers to help them market their product to the corporate market. Research of potential targets, initial pitch, face to face meetings and deal brokering. 5 Research consulting to help a business services company develop its proof of concept, business plan and marketing strategy 6 Music company, early stages, have conducted a due diligence assessment which revealed some obstacles to funding but also revealed additional revenue streams, and have embarked on an investment readiness project to find suitable partners, building licensing potential and developing the business case for a three round investment project. 7 Business Services Group – Have conducted a Due Diligence Assessment and am in initial discussions with a potential software partner and are in discussions to bring other partners in which would wrap a business model around the concept to make it investment ready 8 Bar concept – completed a Due Diligence Assessment which has revealed that the project is not fundable for my investment partners yet. Have proposed to take the project through an investment readiness programme to help deal with its weaknesses. Waiting for the prospect to give feedback 9 MBO advisory role, for a 100yr old company, advising the potential buyer on strategy and objectives and the deal process… proposed a deal structure involving, raised the possibility of using invoice discounting to improve the cash flow (and therefore increase the potential to buy the remaining company shares quicker, improve profit margins etc ) Eventually advised against proceeding further. 10 Approximately 60 other startups have been through a due- dilligence based assessment process and have been given advice on structure, strategy, intellectual property and partnerships 11 Advice and preparation of business case for a niche TV channel in search of funds. During this time I have worked on the business plan, highlighting several weaknesses, which are likely to prevent it from securing investment. Recommended a need for a management team to cover marketing and revenue generation, and suggested a ramp up strategy which involves raising the necessary finance in a number of rounds against pre-determined milestones. Likely sponsors have been contacted and their interest confirmed, conditional on the above advice being taken. An alternative way of getting the company up and running via a partnership with an AIM listed media company headed by a well known celebrity. Partnership would greatly increase the chance of finding seed capital and also build the client into a revenue generating company, which would vastly increase the chances of subsequent funding. Feedback also received from an extremely wealthy individual who is one of the most recognisable people on the planet. However, the client has refused to listen to any advice from start to finish and has been dropped. 12 Advisory work for a training company on expansion. Suggested discussions with a managmement buy in chairman and a sales support company to partner with. The client wishes me to help him recruit a network of franchises, which research shows is not feasible at present. Issued two proposals to the client on recommended next steps. Awaiting response. 13 Advisory work, feasibility study on a new safety concept in the motor industry. Conducted research of manufacturing, financial requirements, IP issues, and potential partnerships to distribute the imagined product. The client is working, and in the process of deciding whether to continue or leave his job and commit further investment to the project. 14 Advised an inventor on the market for a golf device. Research of the manufacturers, and distribution network suggested that the business model would be weak, and demand limited to a small niche of the UK/Ireland golf market. The project was cancelled, and the inventor was then. 15 Valuation advice for an IT outsourcing company contemplating a sale. 16 Sell Mandate for a PR company (ongoing) 17 Fund raising for start-ups at the Worcester university speed programme (ongoing) Galileo 1 Priced deals for Thomas Cook and Via, the largest travel agent in Scandinavia, Galileo's sales model involves paying customers upfront fees and then financial assistance based on productivity, in return for a booking fee from the travel provider each time the system is used to make a booking and thus the sales process is in itself a 3-5 year acquisition. 2 Developed business cases, via a process known as an AFE (application for expenditure) for investment into a new system for non-air travel reservations 3 AFE (application for expenditure) for the purchase of a Customer Relationship Management system. 4 AFE (application for expenditure) for investment into a solution to be targeted at the leisure sector. 5 Conducted research and presented recommendations for potential internet acquisitions. 6 Assessment of opportunities to build synergies between the companies in the Cendant group Regent Associates 1 Regent is a specialist mergers and acquisitions advisor in the IT industry, and closes approximately 30 deals per year. As one of a team of three in transaction support, I have worked on around 30 deals in my three year period. 2 Database of deals – daily tracking and monitoring of announced deals, the results were put into an excel based database and used not only for publicity, as the results were analysed on quarterly basis but also as a tool in valuing comparable deal opportunities 3 Regent index – set up and maintained the Regent Index, a pan-European Index of technology companies, used as another yardstick to value companies 4 Disposal of VC invested deals – conducted research of targets to buy VC-invested clients , 5 Disposals due to changes in strategy 6 Buy Mandate for a French software company on telephone support company, conducted extensive research to show that the ideal company, the client wanted to buy doesn’t exist. Presented research to prove it, and suggested compromise targets. Approached the one, discussed the potential collaboration, and identified the willingness to acquire, used comparable deals to suggest a range of values, advised on deal structure and appropriate ring- fencing of the acquired company in order to ensure the earnout was achievable. Proposed new Board Structure post-deal which was accepted, liased with the necessary parties during the due diligence process, and brought the deal to a close. 7 Disposal mandate for the UK subsidiary of a Dutch company, sold a “firesale” company and managed vendor expectations, (the company was loss making, huge operational problems and there were only three companies which were in a position to consider the acquisition) Effectively the client was given the choice of sell now or sell in six months at a 30% discount. 8 Disposal advice for an American investment company wishing to dispose of some UK and French operations, Our advice revealed that the French operation should be closed down and sold as an asset rather than a going concern, the UK was perhaps sellable, but would be a tricky process.. managed vendor expectations. Our continuing fees were too much, so to minimise our work load and the client’s bills, business transfer agents were recommended. We never got a referral fee so it was apparent that neither business was sellable, and the companies have been folded.
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