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Market Overview
Financial practices
Career Route Map
Board of Directors
             Chairman of the Board &
             CEO
                                                                         GRC
             President & COO

                VP          VP Finance             VP
             Marketing         CFO             Production

   Markets                        Financing                 IR&Communications
  Industries                       Choices

 Institutions          Investment       Debt Design         Marketing
SBUs/Synergies
                                 Shareholder                Operations
                                    Value


                Treasurer

    Cash              Credit
   Manager           Manager

   Capital           Financial
Expenditures         Planning
   Traditional image                        Overnight sensation
   Tangible corporate assets
                                             Trend towards intangible assets
   Too big to fail
                                             Structural reforms
   Revenues and costs were easy to
    define                                   Complexity dramatically increased
   Lower expectations of shareholders       Financial transactions more important
   Lower valuations of equities             Blockbuster of marketable financial
   Fewer institutional shareholders          instruments
   „Putting clients first‟                  Integrated financial reporting
   Less governance/regulation               Greater accountability & transparency
   Paper – based forms                      Wired era
   Sustainable IR & long term investor      Reiterated message
    strategy
                                             Search for strong quantitative skills
   Recruitment
   Fragmented financial sector

   Active portfolio management

   Operational enhancement

   Failed intermediation


   Resource    sharing     &   cross
    borders coordination makes it
    difficult to manage
Range of PE transactions in 2012      Value Enhancement Model
               42%34%                                            0%
                                      Strategic measures…         54%
        19%             4% 2%

                                              Operational… 34%



                                      Financial measures…         2%



 M&A Exit Channel Activities                       Attractive Targets

        IPO     2%                   Listed companies (taking
                                              private)                  21%

  Dual track 10%                           Insolvent
                                                                        48%
                                   companies/distressed deals
  Triple track 11%                       Secondary buy-outs             50%

PE Investors    27%                  Majority shareholdings in
                                     family-owned companies             69%

     M&A SI          61%
                                   Parts of groups/carve-outs           76%
 Lofty Aspirations

Churn & Burn company policy

 Strategy: the mumbling word

‘Arsonist’ type syndrome
“Vital few V Trivial many”



Progress is when things get
simpler



Deploy resources of a large
corporation while showing
the entrepreneurial flair of a
start up
CONTACT



       Markella Karadede

     M&Spark Consultancy

      Tel:+3 (0)6955005893

Kolonaki Square, 8 Milioni Street

         10673, Athens

            Greece

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A bird's eye view of corporate finance

  • 2. Board of Directors Chairman of the Board & CEO GRC President & COO VP VP Finance VP Marketing CFO Production Markets Financing IR&Communications Industries Choices Institutions Investment Debt Design Marketing SBUs/Synergies Shareholder Operations Value Treasurer Cash Credit Manager Manager Capital Financial Expenditures Planning
  • 3. Traditional image  Overnight sensation  Tangible corporate assets  Trend towards intangible assets  Too big to fail  Structural reforms  Revenues and costs were easy to define  Complexity dramatically increased  Lower expectations of shareholders  Financial transactions more important  Lower valuations of equities  Blockbuster of marketable financial  Fewer institutional shareholders instruments  „Putting clients first‟  Integrated financial reporting  Less governance/regulation  Greater accountability & transparency  Paper – based forms  Wired era  Sustainable IR & long term investor  Reiterated message strategy  Search for strong quantitative skills  Recruitment
  • 4. Fragmented financial sector  Active portfolio management  Operational enhancement  Failed intermediation  Resource sharing & cross borders coordination makes it difficult to manage
  • 5. Range of PE transactions in 2012 Value Enhancement Model 42%34% 0% Strategic measures… 54% 19% 4% 2% Operational… 34% Financial measures… 2% M&A Exit Channel Activities Attractive Targets IPO 2% Listed companies (taking private) 21% Dual track 10% Insolvent 48% companies/distressed deals Triple track 11% Secondary buy-outs 50% PE Investors 27% Majority shareholdings in family-owned companies 69% M&A SI 61% Parts of groups/carve-outs 76%
  • 6.  Lofty Aspirations Churn & Burn company policy  Strategy: the mumbling word ‘Arsonist’ type syndrome
  • 7. “Vital few V Trivial many” Progress is when things get simpler Deploy resources of a large corporation while showing the entrepreneurial flair of a start up
  • 8. CONTACT Markella Karadede M&Spark Consultancy Tel:+3 (0)6955005893 Kolonaki Square, 8 Milioni Street 10673, Athens Greece