Introducing the PIP “Knowledge-Transfer” Educational Workshop Series
Client self -sufficiency is one of PIP’s primary company values …we want to put your portfolio companies in a position to support their own information technology needs. Therefore, our goal is to transfer our knowledge to you, the Private Equity firm, to create significantly greater shareholder value in both pre and post acquisition situations.
To help you achieve that self -sufficiency, we have created a meaningful, content-rich series of, what we call “Knowledge-Transfer” workshops. All materials are based on PIP’s information acquisition from the completion of hundreds of IT assignments spanning 35 + different Private Equity firms during the past five years.
Typically, these interactive workshops run from 60 to 90 minutes, and include a Q&A session and review of leave behinds. Workshops can be tailored to a given target audience, from new hires to transaction and operation teams, or even portfolio company CEO/CFO’s.
The workshops are absolutely free (although we do enjoy coffee) to our valued clients and PE firms seriously interested in getting to know PIP’s Management Team and it’s capabilities. Our preference is to conduct workshops in person, although sessions can be conducted remotely.
Today’s consumer and B2B marketplaces are insecure, unpredictable and margin-strapped. This year’s curriculum has been tailored to address those challenges.
PIP Knowledge Transfer Workshops are complimentary for all existing clients and PE firms who are seriously considering working with PIP.
Curriculum A: PRE ACQUISITION DUE DILIGENCE
Workshop 101: THE RIGHT PRE LOI QUESTIONS.
Getting a feel for a portfolio company’s IT situation before entering an exclusivity agreement can save valuable management time, legal expense, and unpleasant walk-away situations. This informal round table workshop outlines the major IT categories, lists the questions within each category, and defines the meaning of potential answers.
Workshop 102: THE SIX STEP DUE DILIGENCE PROCESS.
There are six steps to determine if existing portfolio company technology will support growth expectations. Sessions define IT
due diligence objectives, high- level and detailed technology due diligence processes, and the potential next step scenarios and their impact/meaning to the business you are about to buy.
Workshop 103: SUCCESSFULLY INTEGRATING ADD-ON ACQUISITIONS.
This workshop summarizes the five steps to effectively integrate the technology infrastructure of an add-on acquisition, including additional work that may be necessary during due diligence, and how to develop an add-on plan. Workshop also defines specific activities necessary to integrate/implement the ultimate merged technology infrastructure.
Workshop 104: COMMON DUE DILIGENCE ISSUES.
Reviews the common areas where and why potential portfolio companies fall short during the due diligence process. Also provides the framework to determine cost-value benefit of shortfall repair versus walk-away.
Curriculum B: POST–ACQUISITION BEST PRACTICES
Workshop 201: SPENDING DOESN’T GUARANTEE PROFITABILIY
The focus of this workshop is to determine the IT investment spending parameters based on your intended hold period.
Various perspectives are discussed as categories within IT are reviewed.
Workshop 202: ROADMAPPING PORTFOLIO PROFITABILITY
Comprehensive, fast paced session focusing on how to reduce overall costs: (a) business operations (e.g., personnel and
functional redundancy, etc); (b) IT personnel expenditures;(c) identifying more cost effective ways to deploy business
applications.
Workshop 203: CREATING A SAFE SECURE COMPUTING ENVIRONMENT
Discusses the area of focus critical to achieving this objective. Defines organizational aspects of an IT function; includes a
description of the types of formalities necessary to insure high quality customer service and those formalities necessary to
insure a safe computing environment.
Workshop 204: DOING MORE WITH LESS
Learn what needs to be done to transform the portfolio company IT department into an organization that provides
higher service levels with an appropriate cost structure. Includes a series of what if’s to reduce existing costs structures.
Workshop 205: OUTSOURCING. SILVER BULLET OR BUSINESS BLANK.
Outsourcing to reduce costs can be a tricky proposition. The pros and cons of Dual/Off shore Application Development,
Data Center Hosting Opportunities, and IT Management Services (Oversight to Turnaround) are discussed in detail.
Workshop 206: NEW SYSTEM OR APPLICATION RE-IMPLEMENTATION?
Remaining competitive in the marketplace requires companies to continually enhance system functionality. This session helps
you identify if there is a cost effective alternative by reimplementing existing applications. Session includes how to
conduct a pragmatic functionality gap analysis and define activities to close that gap.
Workshop 207: INCREASING THE PROBABILITY OF A SUCCESSFUL IMPLEMENTATION.
Identifies the reasons for failed implementations; bridges to critical success factors for successful systems implementations;
and shares specific success case studies.
Workshop 208: INVESTING MINIMAL CAPITAL FOR MAXIMUM VALUE.
Emphasis is on minimizing system implementation costs. Provides an overview of systems implementation, reasons to
implement or not to implement a new system, and offers potential cost effective alternatives.
Workshop 209: PREPARING THE IT FUNCTION FOR SALE
Identifying what needs to be done before going to market; potential buyer issues. The IT checklist for selling a company,
and how to position your portfolio company’s strengths and weakness to your best advantage.