The following provide a range of past company engagements we have completed that collectively are representative of project roles.
Case 1
An LAI partner assisted in growth acquisitions for a company that had a slow growth but profitable core business and several new product initiatives that were promising but unproven. He initiated contact with technology development project being spun-out of a military contractor and assisted the Company in meeting the rigid guidelines for a satisfactory offer as set by the contractor. He was also active in recruiting and retaining the management team at the spinout. This operation transformed the Company’s business and led to dramatic growth and stock appreciation of over 100x in a 6 year period. It continued to expand aggressively and the LAI partner assisted in structuring the acquisition of another unit divested by a much larger corporation. The structure is notable in its creative use of restricted stock, earn-outs and other mechanisms to meet both parties’ interests. This unit fueled another phase in broadening the base of business and in driving further value creation.
Case 4
A large communications systems firm was pressured by underperformance at several companies it had acquired which were no longer strategic. One particular unit had gained recognition as a leader in specialized systems for high capacity, high reliability. It had received over $30 million in funding from the parent, had numerous patents and an OEM agreement with a major vendor. However its costs were out of line, its customer was unhappy and substantial management turmoil existed. In a short period of time LAI’s partner was able to explore the available options other than a complete shutdown of the operation. He was able to ascertain that the patents had substantial potential value and that a next generation product, although late, met the needs of several customers and competitors. These discussions resulted in the completion of a sale of the assets to an aggressive emerging firm that he identified and worked with over several months and that went onto to dominate its sector.
Case 7
The founders and board of a public firm requested the involvement of an LAI partner’s assistance in a variety of management and financial restructurings. The Company’s primary revenue sources, largely due to one major customer, were shrinking dramatically while its newer products were late in development. He became heavily involved in due diligence, acquisition alternatives, the structuring of two PIPES financings, assisted the transition of a new management team, and participation in board actions over a year period. The turnaround progressed well after a rocky period resulting in the new investors achieving a return of up to +10x over a 3 year period.
Case 2
LAI developed the market-business plan for the spin-off/creation of a new automation business from a university based research institution. Two partners recruited the CEO while simultaneously visiting prospective customers and venture capital funders. A completed financing of $15 million closed 4 months after initiation and the first two customers were ones that they had a role in arranging. The Company’s approach was been widely acclaimed in the industry and highlighted by analysts for its significance. Both partners remained actively involved for several years in corporate actions, early customer, business development, recruiting activities and assistance in corporate and financing partnerships including as board and technical advisory board members.The company completed a market focus pivot successfully and is a growing, cash positive standalone firm.
Case 5
After being in default of bank lines and having its CEO resign, LAI’s partner was asked by the board of directors to spend fulltime at a several hundred million dollar software company, to become acting CFO, to recommend and take management actions to keep the company solvent and seek refinancing or sale of various business units. Shortly after the assignment began, he hired a cash management crisis team, negotiated with creditors, solicited new credit proposals, assessed the viability of a turnaround plan, and developed and explored numerous plans involving the sale of various business units. Following one headcount reduction plan and planned reorganizations, he was able to identify and quantify in detail the cost and revenue synergies through various acquisition or merger scenarios. Following a search of alternatives, a large competitor concluded with an acquisition within 3 months of initial contact.
Case 8
An LAI partner was asked by the CEO of a firm in a niche of data communications to assist in a program to expand the then $10 Million a year company through complementary product line or company acquisitions. Through our outreach, the Company completed a merger with a private VC backed complementary firm of similar size. Our Company went on to complete the acquisition of a competitor, bringing the Company to a $30 Million annual revenue plan. As this marketplace came under increasing pressure, it was clear a sale to a company with a broader line of communications was needed. Among several opportunities, an agreement was reached and the investors made over 3X on their original investments held for 3 years. The CEO of our client and the previously acquired firm each went on to found and run much larger firms.
Case 3
Two LAI partners worked over a 4-year period on assisting the funding and commercial introduction of a new class of datacenter products and services for a start-up that had been funded through SBIRs. They helped in several outreach and operational areas: (1) discussions and meetings with customers to understand “use cases” and customer economics, (2) bringing in several software developers, contract manufacturers and DFM contractors to drive the product cost and reliability, (3) assisting the company on gaining new SBIRs (4) arranging access to a collaborating corporation for a prominent formal product launch at a major industry tradeshow, (5) assisting in recruiting and expanding the management team and group of industry partners, (6) introducing angel investors and corporate partners for capital efficient funding.
Case 6
An LAI partner consulted to a non-US holding company controlled by a two family offices that had multiple software and related services business units in several countries around the world. Among the tasks undertaken, he became interim CEO of one India based headquartered unit that held several businesses in multiple countries where he improved operations, brought in new products to supplement existing offerings, and initiated, along with another partner, an acquisition offer for a complementary firm in the Pacific Rim. The operations lacked a market focus at the engagement outset, and the process brought a clear strategic focus directed at business intelligence for retail, FinTech and transportation/logistics. An additional role was for strategic and financial restructuring of the overall group holdings including exploration and arrangements of various divestitures, transfer of ownerships and valuations associated.
Case 9
A partner has had several start-up CEO and COO roles in several content and digital media related firms including: (1) managing the US launch of a west coast based incubator focused on growth companies in payments, media, security and other software and internet related technologies for a major Japanese sponsoring corporation. This entity provides space, access to Japan and the rest of Asia through the Digital Garage network of relationships, support from DG companies in the payments, media and security space, access to capital from DG Ventures and software and distribution development support from related firms; (2) as start-up CEO for an IP management firm focused on content for defensive actions; (3) CEO of a turnaround of a digital effects studio services business.