Strategy & Capital
Exit Strategy & Value Realisation
In Action
Exit strategy planning
Aligned structure, reporting, and governance with value realisation goals.
IP and asset recognition
Capitalised key intangible assets to reflect true business value on the balance sheet.
Governance and compliance
Documented policies and frameworks that stood up to external scrutiny.
Group structuring
Created a holdco/subco framework and shared services to improve control and flexibility.
Investor readiness
Built data room, formalised controls, and supported funding aligned with exit objectives.
Stakeholder alignment
Ensured board, shareholders, and investors were unified on strategy and expectations.
Exit Strategy & Value Realisation
Positioning the business for long-term value.
Aligned structure, reporting, and brand strength to maximise appeal and withstand investor scrutiny.
Challenge
While no formal exit process had yet begun, the board and investors were aligned around a five-year strategy to maximise enterprise value and prepare the business for a future exit. This required not just financial performance, but demonstrable scalability, defensibility, and transparency. Exit planning wasn’t a future event — it had to inform day-to-day decisions.
Approach
I acted as both architect and translator — helping leadership understand what buyers and investors value, and designing the systems, structures, and reporting frameworks to support that narrative. This included:
Leading a full group restructure, including formation of a holding company and shared services model.
Strategically capitalising IP assets and aligning ownership structures to reflect commercial value.
Building an investor-grade forecasting model and improving reporting cadence and governance.
Documenting clear policies, controls, and operating procedures across the group.
Establishing a secure, structured data room to accelerate due diligence.
Supporting a successful funding round aligned with the longer-term exit ambition.
Impact
Strengthened the group balance sheet and governance infrastructure.
Increased enterprise value through structural clarity and IP recognition.
Raised investor confidence — due diligence-ready and scalable.
Laid the foundation for a credible, controlled, and value-maximising exit in the medium term.
