SEMP

As a business owner what is likely your biggest asset? What will potentially create the most value, lifestyle, and benefit to your family and associates? What will give you a chance to pass your values and legacy on to the second or third generation?

No surprise. The answer is… YOUR BUSINESS.

Would it be nice to work with an advising company with people who understands this concept? Advisors who are also business owners? Advisors who have experience in commercial, investment, and private banking, and that can integrate personal, family, and business planning?

Many advisors are unable or unwilling to delay a larger investment relationship until after a business owner sells, transitions, or closes the business. Nor do many advisor firms possess commercial banking, contract CFO, or business manager skills that a business owner can hire to add value to or improve their business.

Whether the desire is for purely investment related service or broader financial consulting services related to select aspects of your business, Gibborim Financial can help. Some examples of how we have worked with business owners are listed below.

Result: Increase in market value of business, increase in payout to owner, family crises aversion, key staff retained, succession plan established.

Problem: No significant thought, discussion, or planning had been conducted around succession planning, technically or rationale.

• Type of purchase had not been explored in detail – family, competitor, hedge fund, etc.
  
  
• Default successor assumed – but, when discussed, intended successor (child of owner) had no interest in actively running the business.
  
  
• No thought of impact on senior management team – when confidentially discussed, most of the team intended to leave the company if the intended successor was given ownership and control.
• Liquidity assumption – assumption that successor/buyer and the desired price would be available at intended time of retirement (major gaps were identified).
  
  

Solution: Key data and questions reviewed, collaborative solution alternatives developed, key strategy executed.

• Questions and associated data, implications, and resources explored in detail.
  
  
• Family, business, and external stakeholders engaged selectively and precisely to ascertain desires, intentions, and perspectives under different potential courses of action.
  
  
• Outside consultants hired to confirm marketability, likely value, and funding options.
  
  
• Strategic plan created to bridge gaps from where the business was at present to where it needed to be at time of owner’s intended retirement, including development of key people and exact company structure.

Engaging with a consultant- collaborating on goals, situation, resources, and assessing key areas that can be targeted for improvement designed to increase gross revenue, net profit, or operational efficiency.

Some of the key areas available to action include but are not limited to the following 14 areas.