Strategy Planning Execution, Inc. ("SPX") is a strategic advisory firm that serves enterprises by providing Interim Executive services to plan and execute Corporate Transactions (mergers, acquisitions and divestitures) and Business Transformation initiatives.  We specialize in deploying highly trained resources that have deep industry knowledge and program management expertise.

We add value to our clients by providing exceptional analytical insight, supported by years of diverse experience, superior methodologies and a compendium of documented lessons learned.

Cedric Thomas is the Founder and Managing Principal of SPX. He has driven various phases of a multitude of corporate transactions as a Director at a Technology Company, as a Management Consultant at a "Big 4" firm and as the Managing Principal of SPX. View or download Cedric's summary of professional experience by clicking here.

SERVICES


Corporate Transaction Services

Review of your enterprise portfolio to determine an acquisition strategy

Identification of potential acquisition targets

Valuation of acquisition targets using different methods to identify an accretive purchase price

Management and execution of the Due Diligence process to investigate the case for an acquisition

Organization and planning of Day 1 and Future State Integration activities

Execution of activities that stabilize the enterprise so that it can successfully operate when the deal is consummated

Execution of activities that allow the company to functionally operate as one combined entity using common processes and one common IT infrastructure

Development of a plan to execute a Divestiture or Spin Off

Design of the organizational model and high-level operations that enable the sale of the divested entity

Development of a Business Unit’s financial statements in preparation for Divestiture

Valuation of a stand-alone Business Unit based on carved out financial statements in preparation for Divestiture

Development and rehearsal of the management presentation for potential buyers

Management of Buyer Due Diligence requests

Design and development of the Transition Services Agreement (TSA) on behalf of the business unit seller

Management of the TSA during the TSA period on behalf of the business unit seller

Execution of necessary activities to stand the divested business up so that it can operate as separate entity on the day that the deal is executed

Execution and management of the necessary activities on the business seller’s side to fully transition the divested entity to new ownership

Business Transformation Services

Development of business cases related to the implementation of opportunity improvements

Optimized organizational design based on current or future business processes

Review of enterprise operations to identify, quantify and prioritize opportunities for improvement.

Development of business requirements documentation related to internal transformation efforts and initiatives

Implementation of business requirements and migration of data within an enterprise’s CRM and ERP environment

Development and management of use case scenario testing programs related to technological implementation efforts

Development and management of change management and training programs related to internal transformational initiatives

Development, management and execution of plans related to transformational initiatives and critical programs and projects

Case Studies


End to End Integration Planning and Execution

New Mountain Learning merged with Carnegie Learning to form a Math and World Languages print and digital educational publishing powerhouse.

The Situation

Carnegie Learning and New Mountain Learning had just announced that they had merged and needed to perform integration planning.  Although both companies competed in the educational space, they were vastly different in terms of products, strategies, customers, operations and Information Technology systems.  Every company function needed to be integrated in order to move the combined entity in one common direction.

Our Solution

First, we developed a multi-phased integration strategy that focused on stabilizing the enterprise and immediately recognizing synergies.  This included:

  • Designing and implementing a combined optimized organization
  • Determining how to perform critical processes and to provide the necessary reporting while still operating in two different system environments
  • Identifying immediate operational overlaps and opportunities for cost savings

Second, we focused on migrating the combined company to one Information Technology environment.  This extraordinary effort included:

  • Transitioning employees to one common Human Resources Information System
  • Migrating all sales operations to one instance of Salesforce.com so that all Lead to Quote processes for all products can be managed and reported on uniformly
  • Migrating all business processes to one Enterprise Resource Planning system
Results
  • Retained and grew key customer accounts during the integration effort
  • Retained critical employees during the integration effort
  • Integrated two vastly different businesses into one common Information Technology environment
  • Positioned the company for increased organic growth
  • Identified a multitude of operational improvements that will lead to increased efficiencies and effectiveness once implemented

Acquisition Strategy and Target Valuations

Lumileds was interested in valuing specific targets to grow inorganically as a part of their overall corporate strategy.

The Situation

Lumileds had just spun off from Phillips.  The company quickly stabilized operations and established the necessary internal governance structure to execute acquisitions.  These acquisitions were expected to be relatively young companies and in adjacent high growth industries.  However, Lumileds had no tools or methodology in place to determine what these companies should be worth.

Our Solution

First, we developed and documented a methodology that we could put in place to get all of the stakeholders of each valuation effort to be totally aligned.  This document outlined roles and responsibilities during the Valuation Phase, provided an overview on how cost of capital should be calculated and it described the various valuation methodologies and when they should be used.

Second, we built custom valuation models to determine the intrinsic value of each company that they considered during the Acquisition Targeting phase.  These models also calculated the range of additional shareholder value that each acquisition could generate based on the price that Lumileds paid for the target.

Results
  • Developed a Valuation Methodology where one did not previously exist
  • Built customized models to value and justify bids on multiple targets
  • Enabled the client’s valuation calculations to become a key component of their Due Diligence process when reviewing acquisition targets

Integration of SolarCity and Grohmann Automation

Tesla had just acquired SolarCity and Grohmann Automation.  The Finance operations of both companies needed to be integrated into Tesla.

The Situation

Tesla acquired two companies that had different Finance organizations and different ways of doing business.  Both acquired companies had their own Enterprise Resource Planning systems and unique processes that were designed to support their respective organizations.  Somehow, we needed to integrate the teams, rationalize processes and migrate data into Tesla’s environment in a way that minimized disruption.

Our Solution

We began by helping Tesla design and implement a combined Finance organization that included the respective organizations of both acquired companies, with a rationalized reporting structure.  This facilitated decision making and removed risks for employees.

Second, we evaluated the similarities and differences between Tesla’s IT environment and the environments of the acquired companies.  By understanding these differences, we were able to identify potential gaps and risks.  These gaps and risks turned into business requirements that we needed implement within Tesla’s environment as well as interfaces between environments to accommodate the operations of both acquisitions in the best way possible.

Third, we migrated the data from the environments of both acquired companies to Tesla’s environment wherever applicable and facilitated User Acceptance Testing and Training for the employees of both acquired companies in order to rapidly migrate processes and procedures.

Results
  • Retained 100% of Critical employees during both integration efforts
  • Migrated Finance employees to Tesla’s environment within a 6 month period while still meeting Finance Service Level agreements that were in place
  • Developed an inventory of Operational Improvements that could be implemented to maximize the Finance organization’s efficiency and effectiveness

CAREERS


We are always looking to connect with talented corporate transaction practitioners that have deep experience in our service areas and a passion for exemplary client service. Please tell us about your experience and send us your Resume.  If there is an interest and a fit, we will get back to you!

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CONTACT