The Value Creation Plan Is Ready – But Who Has Time to Execute It?
Following an acquisition, there is typically a compelling value creation
There are many advisors in a deal, and each does their part and leaves. The management remains, handling both a normal year and the transaction at the same time.
We don’t advise on the deal. We bring in an executive who takes responsibility for one role alongside the transaction: finance, integration, or managing the entire interim phase. The stage of the transaction determines for how long.
The buyer has a team that does this for a living. On the seller’s side, the same work lands on the CFO’s desk. Findings are reflected in the price and terms.
Solution: due diligence and remediation of findings.
Two ERPs, two payroll systems, and two ways of selling. Daily operations continue at both companies, and neither has an integration team.
Solution: 100-day integration with a designated lead.
The owner is CEO, chairman of the board, and the bank’s contact person all at once. Three roles are vacated simultaneously, and the successor is not ready for all of them.
Solution: generational transition interim phase.
The plan is ready, but the portfolio company’s management team is assembled to run the business, not to execute a hundred-day plan on top of it.
Solution: Cherry Operating Partner.
A corporate transaction requires three things from management: up-to-date figures, one designated lead for each area of the transaction, and the ability to keep normal business operations running throughout the process. Most often, it is the third point that fails.
Our clients are mostly companies with a turnover of 10–100 million euros: family businesses, group subsidiaries, and private equity portfolio companies. In this size category, there are no backups in the management team. The departure of one person or a single unfinished project is visible to the board and financiers within the same month.
“We were very satisfied with the contribution of the CFO provided by Cherry and what they achieved in just six months.”
A deal rarely fails in the purchase agreement. It fails during the months when no one had the time to lead what was actually bought with the deal.
We will go through it in about half an hour. The assessment is free of charge and does not commit you to anything.
You'll typically receive 2–4 carefully selected candidates with justifications within 48 hours. Not a long list of "just-okay" names.
You meet the candidates and decide for yourself. A start is possible as early as next week.
We do not. The review is conducted by an advisor. We bring in an executive who remediates the findings and leads a role alongside the transaction. Read More →
Preferably about a month before the transaction closes, so that day-one communications, cash management, and payroll are secured in advance.
The duration is agreed upon according to the situation and can be extended or shortened. The assignment can be full-time or part-time.
You only pay for days worked, and billing occurs once a month. The price depends on the complexity of the task and the workload. We will provide this after a free assessment. What does the cost consist of →
Following an acquisition, there is typically a compelling value creation
This article discusses the role of operating partners in private
In unexpected situations, such as the resignation of a financial
Situations often overlap. If necessary, see temporary absence, key personnel changes, projects and development initiatives, fractional or part-time, or all situations on one page.
A free assessment takes about half an hour. After that, you will know what kind of expert suits your situation, when they can start, and what it will cost.
In a hurry? Call any of us directly.
Ilari Kallio040 070 5050
Petri Kujala040 076 7767
Samppa Seppälä050 568 0533
Sampo Salmi050 386 6565Are you an interim manager yourself? Apply for the Cherry Pool →