For investors, law firms & service providers
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Do any of these questions describe you? Q: You know the law or the finances – but you feel at sea about the technology? Q: Are you watching your clients or portfolio companies wasting opportunities and time-to-market for their leading-edge technology? Q: Need some outside help to provide technical due diligence on private equity investments? Q: Involved with M&A transactions with starring roles for IP assets or gifted technical people? |
- Private equity due diligence and IP assessment
- M&A tech assessment and strategy recommendations
- Turnaround strategy for core tech assets
- Product and application design
See also our service offerings for start-up and mature companies.
Due diligence is a multi-faceted process. Global Works can help you answer specialized questions – do they really know the field, will the new technology really work, do they really have a handle on how the technology is going to get transformed into useable products and services?
IP assessment and valuation are central for technology-based companies and deals. Global Works can provide a competitive assessment of underlying technology, examine the status of IP ownership and protection, and provide a basis for valuing IP assets. We also address the business side of the same IP coin, for example by assessing maturity and development timelines for new products and making recommendations for development or disposition of IP assets.
Note: For company-wide IP evaluations, see mature companies.
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Technology-based assets can be the heart of an M&A deal. Do you need an
objective assessment of both technology and its repercussions for the business? We can evaluate the real pearls, probe the supposed competitive advantages and synergies, and cull the duds and dime-a-dozen products and technologies.
The right business strategy can help get the most value from newly acquired tech-based assets (people, IP, products, facilities, etc). We can work with the relevant teams to determine new opportunities growing out of combined capabilities, new channels, and better markets or applications. We can also help balance the need to rationalize newly combined organizations with the sometimes fragile cohesion of a productive technical team. Tech-heavy M&A deals will succeed in the long run only if the new organization can sustain the process of innovation, and turn those innovations into revenues.
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What used to be leading-edge technology becomes stale as it is overtaken by new products, becomes incompatible with new standards, or loses key personnel. The turnaround strategy for a tech-oriented company needs to reach beyond standard financial, marketing and management remedies.
Global Works can help re-position core technology assets to new applications and different markets and help jump-start the innovation process to create new IP. We can identify strategic partners and synergistic technologies to turn a niche product into an end-to-end must-have. And we can figure out what IP assets are really core, where the key technology bets need to be placed, and how to focus assets there. We provide a clear, executable vision for the path from technology to revenue-generating products.
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When trying to sell new technology, reliable models are in short supply. What will customers actually adopt? How should it be packaged so they know why they need it and how to use it? How can you 
get product into the field as quickly as possible?
The innovators who create new technology are often not the best people to answer such questions. Global Works Consulting has the experience to dig down into the details:
- Selecting target markets for new technologies and breakthrough products
- Early stage product definition – how to make cool technology into compelling, profitable products
- Usability assessment, emphasizing human-computer interaction and business workflow
- Design the growth path – an incremental approach matched to available capital (intellectual and financial), gradually adding markets and functionality.
Note: See also our service offerings for start-up and mature companies.
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