menu close

How We’ve Delivered Outcomes That Matter

Case Studies

SERVICES PROVIDED:

Management Advisory, Issues Management, M&A Strategy, Media Relations

Situation

This global leisure and entertainment company, listed on the AIM in London and with investors in the UK, Europe and the U.S., was in a rapidly evolving market space. The rate of new entrants had declined dramatically. The market was “shaking out” into two main groups: top-tier players with scale and geographic reach, and the smaller companies that were being acquired.

This client decided to be an industry consolidator. The CEO quickly realized, though, that he didn’t have an articulated strategy for determining which companies to acquire or how they would fit into and grow the existing business. He would need that strategy to win board support.

The CEO acknowledged that he needed to develop this strategy closely with his senior management team to build consensus and support for his vision for the company. Extensive travel and deal-making had alienated him from his direct reports, and he wanted to use this process to rebuild the team culture and instill an ethic of collaboration.

Problem

The aim was to devise a corporate, business and financial strategy for an M&A initiative that the CEO could sell to the Board of Directors and use to rebuild a frayed senior management team.

Solutions & Results

Montieth & Company knew this company had a clear objective, but the strategy for achieving it was primarily in the head of the CEO, a long-time industry player brought in by the board to take over from the founder and engineer the IPO. He needed to get the strategy on paper in partnership with his management team. Then, once the acquisitions were made, he would need to create a separate strategy, and action plan, for merger integration. He would also have to start planning for a major brand reconciliation as the acquisitions occurred.

We helped the CEO plan and convene three off-sites to define the strategy and build the team: the first to distinguish between the corporate, business and financial strategies necessary to make the initial acquisitions; the second to focus on merger integration; and the third on brand reconciliation.

The first off-site produced the strategy, which the Board supported. The company’s first acquisitions were a success, and the communication and teamwork among the senior management team improved. Each executive spent considerable time studying stakeholders’ issues and concerns. We then served as coaches with certain members of the Board.

SERVICES PROVIDED:

Management Advisory, Merger Integration, Corporate Communications

Situation

When this large aerospace and defense contractor acquired a highly innovative small business technology company, it wanted to integrate the new team as quickly and profitably as possible. They needed to do this in a non-threatening way and show immediate return on the investment.

Problem

The acquiring company did not have experience with this type of workforce and lacked business discipline in an innovative technology environment. It became clear that the acquiring company was being “too helpful, too quickly” as it tried to introduce process, procedures, customers, training, and new senior management. What it valued most – the acquired firm’s technical talent and culture of innovation – could be lost. The fear of change, new rules, new bosses and loss of identity all began to take their toll.

Solutions & Results

Montieth & Company developed a transition plan that included a slower assimilation centered on addressing people’s concerns and including them in the integration process as much as possible. Senior management reviewed our plan, with more than 400 line items, in teleconference meetings once a week.

In the communications strategy, we ensured that senior executives visited and conducted “all-hands” sessions with employees at key junctures. The focus was on job mapping, benefits, training, and compensation to make sure the employees realized that their concerns were acknowledged and understood. We gathered feedback regularly, which management used to take action and acknowledge and address concerns.

Milestone successes were communicated internally via newsletters and externally via the news media. In less than a year and half, the company was completely integrated with less than 6% attrition, while the profits nearly doubled.

SERVICES PROVIDED:

Management Advisory, Investor Relations, Media Relations

Situation

An R&D-focused defense contractor was stuck in a rut. Growth had peaked and prospects were limited. The company had relied on a steady diet of contracts with the U.S. government. The company’s approach was set by the CEO, an engineering Ph. D. and a founder. Be believed that as long as the company kept creating interesting technology, the money would take care of itself. The Board of Directors wanted change, namely diversification, growth and eventual liquidity.

Problem

The company’s technology-focused managers, all scientists and engineers, had little strategic business direction or tactical operational skills. The CEO also wore the hats of COO, CFO, CTO and chairman of the board. Within this academic culture, engineers and scientists fell in line with the CEO’s approach. New market opportunities weren’t exploited. There was little discipline in the P&L management. The company was in love with technology. And, in direct conflict with the Board, management was not systematically making the requested changes.

Solutions & Results

Montieth & Company developed a new communications plan. The CEO retained his chief executive position and chairmanship, but a new CFO, comptroller, COO and CTO plus three new executives with market development acumen stepped in. The new communications plan focused on specific stakeholder groups, beginning with the workforce – a vital part of the success of the new strategy given their expertise and industry competition for skilled engineers.

We conducted in-depth interviews with key top executives, and we designed and led a series of strategic off-sites. The new management team attended executive training sessions to ensure that they understood and supported the new strategic direction.

Central to our strategic approach was to instill in the company a common commitment, a shared sense of purpose and urgency, and a new business-minded discipline. This meant abandoning initiatives to commercialize technologies that had clearly failed. We then created a strategy for the acquisition of a company in a related market space that strengthened core competencies.

We designed and helped roll out a new communications plan to trumpet the company’s transformation – and stimulate interest from strategic buyers. After doubling the workforce, adding three new market segments, opening five new sites and tripling revenues in less than five years, the company was sold, with the Board’s overwhelming approval, to the largest defense contractor in the U.S.

SERVICES PROVIDED:

Financial Communications, Investor Relations, Analyst Relations

Situation

A new CEO had taken the helm of a publicly held global natural resources processing company that had lagged in earnings growth for years. It was selling into rapidly maturing industry sectors, making investments in innovations that weren’t paying off, and had no compelling strategy for expanding into global emerging markets. The CEO needed to make changes fast, reduce costs, and set the company on a new course for profitable growth.

Problem

A lot of change had to happen fast, and a new strategic plan put in place, while limiting any damage to the valuation of the company. Investors were a crucial audience, along with sell- and buy-side analysts, employees, customers and business partners. It had to be clear that earnings growth could be reinvigorated and that the new strategic direction significantly improved long-term growth prospects – a complex message.

Solutions & Results

Montieth & Company worked closely with the CEO, CFO, IRO, and others to craft a strategic communications strategy that addressed all major stakeholder interests and concerns. When the company made its restructuring announcement, it clearly conveyed the decisiveness, clarity, and direction of the new enterprise. We also advised on the earnings call with analysts and investors. The company’s stock price weathered the announcement, and a new direction was set.

SERVICES PROVIDED:

Media Relations, Thought Leadership, Conference Support, Media Training

Situation

Our client was a well-known manager-of-manager in the emerging manager space, but awareness of the firm was limited to select pockets of the highly competitive institutional market. To grow AUM and compete more effectively, the firm needed to raise and extend its profile in the market.

Problem

As a hidden gem in the asset management industry, the firm was challenged with building brand awareness. It faced an uphill battle of elevating its corporate brand to a higher institutional level and obtaining a “share of voice” in the media as a leader in the emerging manager space. The firm’s technical competence, though beneficial in terms of achieving alpha, was not being effectively communicated to investors.

Solutions & Results

Montieth & Company created and launched a communications strategy and plan to position the client as a leading investment manager that provides customized manager-of-managers investment solutions for institutional investors. In particular, we emphasized the firm’s commitment to diversity, quantitative tools, and technical competence to position it in the media as uniquely qualified to identify entrepreneurial managers who can deliver superior alpha.

Through our Expert Source Positioning, media tours, and thought leadership, we introduced the firm to national and investment management media. We underlined the firm’s insights and expertise, the benefits and uniqueness of its investment strategies, and highlighted its competitive differentiation. Our thought leadership work included leveraging the firm’s financial research, simplifying and repurposing the firm’s market outlooks, and creating other by-liners on global economic and asset management trends.

We achieved significant media placements in top-tier outlets and publications including Bloomberg TV, CNBC, Institutional Investor, The Wall Street Journal, and Pensions & Investments. Other notable placements appeared in Reuters, Financial Times, USA Today, Forbes, Bloomberg, International Business Times, The Street, MarketWatch, Savoy, FundFire, and Foundation & Endowment Intelligence.

For more information on our Case Studies please contact hello@montiethco.com