Woodside Capital Partners’ Post

How confident are you in the technology potential of a target company?   Technical due diligence is absolutely crucial to the investment process. Understanding the potential value realisation for companies is interlinked with its existing and future technology. Here's why:   💸 Value Realisation: you think you've found the next tech unicorn, but how confident are you that it is truly cutting edge? Misjudging the technology potential can lead to significant overvaluation. Benchmarking the technology in the market and uncovering pitfalls could save £millions from a poor investment decision. 🔗 Integration & Compatibility: a classic mistake for mergers. The expected value of acquiring a company can unravel when IT compatibilities are poorly understood. Proper technical due diligence ensures that technology assets integrate smoothly, avoiding costly overhauls and entangled integrations post-acquisition. 🤗 Technology Talent and Culture: Evaluating the technical team's expertise, innovation culture, and alignment with the acquiring company's values is critical for longevity. This includes reviewing the skills and experience of the engineering staff, the company's track record in innovation, and how well the tech team's culture fits with the potential acquirer. Talent retention strategies are also important to consider, as the success of technology integration often hinges on the people behind it.   At Woodhurst, we've streamlined the Tech DD process using AI to make this process far more cost-effective and efficient for investors. Get in touch to find out more.  #techdd #fintech #woodhurst #duediligence

#Funding rounds are exciting, but successful #Exits truly drive the market. In 2023, the #Tech industry saw some impressive #MergersAndAcquisitions despite economic uncertainties. The #Cybersecurity sector led the M&A activity. The growing interest in #AI and #MachineLearning pushed large tech companies to acquire AI #Startups. 🎊Congratulations to all teams that completed these #Deals. I am particularly excited to see SADA, An Insight company, on this list. Others include Broadcom, VMware, Silver Lake, Qualtrics, OpenText, Micro Focus, IBM, Apptio, an IBM Company, Insight, Databricks, MosaicML, Imperva, Thales, New Relic, Francisco Partners, TPG, et al. #venturecapital, #angelinvesting, #privateequity, #innovation https://lnkd.in/g7uUQA5M

Extraction: Investors & Sky Rocketing Net Worths 😎 Constantly providing value is always the motto for businesses. Always adapting, always earning & never stopping are keys to building something sustainable. Raising funds for a startup is challenging, especially when you never have before. As long as fulfillment is consistent then your clients will be happy and you can continue building. Share agreements and partnerships must be made at first. Growing from 10k to 20k to 50k per day is a challenge but one that can be conquered. If we are able to do this for a long period of time and we build a “process” that nobody else does then we can begin thinking about BlackRock & Vanguard . Getting on the IPO list would be an incredible feat. Starting under 10$ would be good. Hey if Cross Country Healthcare (staffing) is traded on the market…what makes you think we can’t one day. An international powerhouse of decreased costs & over bought software is a good equation for competitiveness and balance. Once we hit the market our net worths will raise significantly. Our previous investments have been eliminated and now we belong to the “big money”, like Blackrock. Our shares will be important at this point because we need to make all of our stake holders richer over a long period of time. Another bonus of investments from Blackrock is the ability to take suggestions on infrastructures and purchase umbrella companies/startups that would help our bottom line tremendously. The great thing about offshoring/bpo is the ability to grow quicker than here in America. You can hire specific talent to test campaigns & build projects quicker. I’m excited to hear from others on potential endeavors! I will be available soon for discussions….561-634-0481: Scott Stavretis Gbenga Olomola Tom Chavez Edgar Morfe Devang Raja Odilon Almeida Jr. Rooney Pitchford Paulo Angelo Cenar James Longley DMCI Homes #asia IBM Tesla Microsoft ESPN Google Meta Ketch FactSet Infosys Oracle Palo Alto Networks CrowdStrike National Football League (NFL) Intuit Intel Corporation HubSpot Cisco Qualys Amazon Apple NASA - National Aeronautics and Space Administration SpaceX Federal Bureau of Investigation (FBI) #startups #investors #bpo #outsourcing #marketing #ipo #ceo #business #newyorkcity #cybersecurity #informationtechnology #technology #automation #elonmusk #timcook #satyanadella #brinsergey #jeffbezos

In the beginning of the 20th century and through the post–World War II era, corporations created and captured value by centralizing resources and managing the transactions between those assets internally. Scaled corporations developed transformational business models on the back of new technologies developed by R&D teams. See Bell Labs or IBM as examples of what these companies were capable of. Over time, many companies learned to rely on financial engineering as a primary lever for growth: think M&A, PE, and globalization. GE is a great example of this approach. R&D and M&A remain the primary drivers of business model innovation at large companies. But they're harder to execute and less financially rewarding than they once were. Centralization doesn't work like it used to. We're living in an era of decentralization now. Because of improved access to information, computing power, and capital, small teams and individuals can do things only corporations could do decades ago. Corporations should continue to pull the levers of M&A and R&D, but must also learn to better coordinate external resources and assets if they want to grow. This means more substantial engagement with startups: partnering, investing in, and building them from scratch. For many large corporations, the degree to which they are able to grow and capture value over the next decade will depend largely on the quality of their engagement with startups. I explain why in The Illusion of Innovation. Pre-order your copy at the link in the comments. #IllusionOfInnovation #CorporateInnovation

🚀 Igniting Your Business's Second Growth Engine 🚀 In today’s rapidly changing world, finding a new growth avenue—your "Engine Two"—is not just beneficial; it's essential. 🌟 #GrowthStrategy #Innovation Main Points: - Profitable Market: Aim for markets with significant and growing profit pools, as seen in cloud computing's explosion. 💼 #MarketOpportunity - Competitive Advantage: Stand out with a unique offering, possibly enhanced through strategic acquisitions. 🛡️ #DistinctEdge - Entrepreneurial Spirit: Adopt a startup mindset within your company to drive innovation and agility. 🚀 #ThinkBigStartSmall - Leverage Core Assets: Utilize your existing strengths and resources to support and amplify your second growth engine. 🔄 #LeverageToWin Key Takeaway: Building a second growth engine requires targeting profitable markets, cultivating unique advantages, fostering an entrepreneurial culture, and smartly leveraging existing assets. This multifaceted approach can unlock unprecedented growth and resilience for your company. 🌐 #NextLevelGrowth Call for Actions: - Market Exploration: Dive deep into understanding emerging markets with growth potential. 🔍 - Strategic Acquisitions: Consider acquisitions to quickly gain competitive advantages in new areas. 🤝 - Cultural Shift: Encourage innovation and risk-taking within your organization. 💡 - Asset Utilization: Identify and use your current strengths to support new ventures. 🏗️ Embrace the challenge of building your Engine Two and propel your business into its next growth phase! #FutureReady

🌟 Empowering Mid-Market Companies with Betterworld! 🌟 An executive recently highlighted the technology dilemma that mid-market companies face. Startups often have engineers to build their infrastructure, while large enterprises can leverage global resources to attract top talent. Mid-market companies, however, find themselves in a unique position. Despite being crucial to digital transformation, mid-market firms are often overlooked. These companies not only make up about one-third of GDP in the private sector, but their tech decisions are pivotal for balancing value and effectiveness. They need technology to grow and strong partners to deploy it efficiently. At Betterworld, we understand these challenges. Outsourcing IT with us not only brings cutting-edge solutions but can have significant cost savings. As we look ahead, mid-market companies must navigate fast-moving IT trends they can't afford to ignore. Let's discuss your needs and explore how Betterworld can support your growth and save costs through strategic IT outsourcing. Betterworld has got you covered! 💼💡 #DigitalTransformation #MidMarket #CostSavings #ITOutsourcing #Betterworld #BusinessGrowth #Innovation #ITTrends

For legacy institutions, #hybridRIA models are a response to the significant pressures they face from new technologies, changing client expectations and competing with fast growing start-ups. But will this gamble pay off or end up a cautionary tale? Managing director Michael G Perez outlines the risks, rewards, and role of tech in this evolution: https://lnkd.in/ef5gSGAB #wealthmanagement #finserv

"Tech M&A volume and value jumped during the second half of the year, teeing up an expected surge in 2024, according to EY’s market analysis. The professional services company forecasts private equity deal volume to be up 13% year over year and corporate M&A to increase 12%. “I think tech will be up at least at the same level if not more,” Brundage added. But sentiment isn’t always easy to read. “Sometimes M&A can almost be like animal spirits — it’s like, are people feeling confident or not,” Brundage said. A rekindling of M&A activity among tech providers can give CIOs a chance to weed out complexity in the tech stack, as critical services move under a single provider. Companies can consider joining the fray, acquiring a vendor to bring skills and technology in-house."

We've just completed a comprehensive update on dissolved Scottish Technology Companies, offering insights into their skill sets and sectors of operation. So why do companies not make it? There are any number of reasons. Of the 3,600 Scottish tech companies on our database, 1200 have been dissolved in the past 9 years. Some have become insolvent, others have been acquired, but the vast majority went for a 'voluntary strike off'. IT would be interesting to dig deeper and get a better understanding of the problems these companies face. I will be writing a further two articles over the next couple of weeks: a look at the 160 companies that have been acquired, and also at the 300 companies which were less than four years old when then were dissolved. https://lnkd.in/g5iF9W6m Steve Harrison Karen O'Hanlon Paul Clelland Jon Hope Oli Littlejohn Robert M. Walker Charlie Serafini Finlay J MacLeod Prof Bill Buchanan OBE FRSE Karen Meechan Colin Cook Graeme Rennison Gary T. Vicky Grant Paul Callaghan

Traditionally, the most reliable way for a firm to find its next wave of growth was to apply the capabilities of its core business in an adjacent market. But recently a new pattern has begun to emerge. More firms are learning the art of building large second cores—what Bain’s Zook and Allen call engine twos. Given that in the past five years, 60% of big public companies have seen their growth stall out or stagnate—often because of technological disruption—finding an engine two has become increasingly imperative. What does it entail? Successful engine twos have four factors in common: They target markets where the profit pool is sizable and growing or shifting, as Amazon’s cloud computing business did. They have a differentiated competitive advantage, which is often built up through acquisitions, as happened at Disney+. They adopt entrepreneurial approaches, like Bradesco’s digital unit, Next, and leverage the scale and assets of the original core, as the industrial cleaning company Ecolab’s new water-purification business did. In combination these four elements magnify one another’s effects, often creating businesses that have much greater potential than firms’ original cores.