Andy at Ancar B proposal

Strategy MaGers…

Prepared for Andy Barnes Company Ancar B Technologies

THE BIG BANG PROJECT | Copyright 2013

SeIng the scene...

Dear Andy

Thanks again for taking Mme to meet up and in parMcularly, the insight into the business.

Clearly, at this stage, I only have a superficial appreciaMon of your business, its vision, values and aspiraMons. In light of this, naturally I feel only part qualified to share my observaMons, thoughts and ideas.

That said; I am hopeful that you will find enough in this document to provoke your interest in further exploring potenMal value hotspots, growth opportuniMes and an aspiraMonal ‘wishlist’ of what you and others need and expect from the business.

I have aGempted to give you an overview of where I feel we might be able collaborate and achieve some significant gains for the business.

The ‘Academy’ pages set out in some detail the scope of where I tend to focus my efforts as far as formal programmes are concerned. The mentorship is typically more discrete and confidenMal.

Vision and values Results and sustainability

People development

Strategy

Structure

What we do at The Big Bang

People

Plenty of businesses know ‘what’ they are aiming for – some know ‘how’ – the essenMal and final ingredient of course, is ‘want’. The desire and passion that disMnguishes an ordinary business from a great business, comes directly from the people.

The fact is however you can’t simply ‘do’ moMvaMon to someone. Having a driven, focused and energised team is achieved through a combinaMon of; shared values, trust, culture, an ‘in it together’ philosophy, exemplary communicaMons and extraordinary leadership.

• Execu3ve and Management Coaching and Mentoring • High Impact Learning and Development Programs • Search and headhun3ng • Peer2Peer Exper3se • Team Building • Keys to Personal Effec3veness • Labour Strategy and Labour Provider Service Improvement

Performance

We are all about quickly delivering improvement to boGom line performance, sMmulaMng more profitable thinking, behaviour and acMvity. Our goal is to equip organisaMons with the tools, aItude, confidence and moMvaMon to independently sustain the gains achieved.

• Harnessing technology and innova3on • Recovery and Turnaround Interven3on • Business Development Strategy • Remodelling, Restructuring • Posi3ve Change Management

People

Is it not the case that in life, our most meaningful and longstanding relaMonships are underpinned and sustained by shared values, interests, trust, lifestyle and even sense of humour?

We believe that a business can, and should work to connect with its customers on an emoMonal level, in a way that allows the customer to idenMfy with the business as something more than a corporate enMty, brand or provider. GeIng up close and personal, builds passion and profit!

• Corporate Iden3ty • Culture and Mission • Sales and Marke3ng Strategies • Brand Development • Communica3ons and PR • Social Media and Web

PotenMal SeIng the csornerstones… cene...

• • • • • • • • •

Behaviours for successful leadership PosiMve change management PracMcal moMvaMonal theory People and culture strategies ‘We are one’ – ownership, alignment and individual contribuMons to the Vision Planning for THE Goal.

Future Ancar B execuMve team QCDSP Agenda

• • •

Leadership, culture, CI and sustainability

• • • • • • •

IdenMfying the real value within Ancar B and emerging brands– BRAND. The best of the best – what’s different?

Measuring and benchmarking ‘the difference’.

Building brand value through CSR and shared values.

IdenMfying, profiling and approaching ferMle markets OperaMonal, tacMcal and strategic markeMng. Developing the Ancar B profile through high impact PR strategic markeMng plan markeMng.

THE BIG BANG PROJECT | COPYRIGHT 2012

Brand, technology and the sales and markeMng strategy

Vision and strategy Andy B personal aspiraMons People, teams, structure and conMnuous professional development

• • •

The 1, 3 and 5 year MUST achieve operaMonal, tacMcal and strategic goals Developing guiding principles, mission, values and Vision.

‘Halos and coffins’, burning plamorm and Ancar SWOT Structure, ownership and centres of excellence.

Scaling up, diversifying and innovaMng to add value.

The business model and route to market.

‘THE Goal’ – MBO/MBI/Exit/trade sale/JV succession – something else?

• • • • • • • •

CreaMon of a senior management/leadership team[potenMal future junior board/ succession strategy] Mentorship for AB, SMT and others in management/leadership roles Dedicated Ancar B CPD Learning and Development programme The Vitality Curve -­‐ the A’s, B’s and C’s in business and what to do about it.

Barriers or Breakthrough – problems solved!

Internal and external communicaMons.

Progression and succession strategy.

Ancar B and new associate brands – Recognised employer of choice (aGracMng and retaining the best talent)

How involvement might look…

1:1/group coaching and mentorship Special projects -­‐ growth/ problem solving

AcMon based learning and development

Associate/ NED

Company logo

Side by Side in the role and on the job collaboraMon

Retained as a strategic partner

Interim and targeted intervenMons

To collaborate as a key strategic partner, with Andy, Ancar B and its people, to ac3vely and measurably contribute where needed, and in such a way that makes a significant difference to the performance of the business – everyday.

Work to help inspire and nurture a pervading insMnct where adding more value, invesMng more energy, assuming greater ownership and sharing the vision and values of Ancar B is what its people are hardwired to do.

• Improving their ability to problem solve -­‐ ie: provide more answers than they bring quesMons.

• Teamwork -­‐ change behaviour so that collaboraMon in improving the business is in its DNA. • A culture of doing the right thing and doing things right • Know who the A’s B’s and C’s are, and what to do about it.

• Deliver ‘The Plan’ come what may.

What is The Big Bang Academy?

For ExecuMve and Owner Managers

ReputaMon and Crisis Management

Management Fundamentals

The Big Bang Academy

Finding and Keeping the Best People

Step Change Sales and MarkeMng

EssenMal Leadership for Growth

Dynamic Account Management

The Big Bang Academy creates, develops and delivers bespoke and ac3on based learning programmes designed to quickly delivering improvement to boPom line performance. The Academy is all about s3mula3ng more profitable thinking, behaviour and ac3vity whilst equipping the organisa3on with the tools, aQtude, confidence and mo3va3on to independently sustain the gains achieved.

For ExecuMves and Owner Managers

• Structuring and re-­‐structuring your business • Which way next – essen3al strategies • Succession, MBO/MBI and exit planning • Execu3ve well being • Crea3ve thinking for the board • Taking control of the beast • Smart finance for business

Management Fundamentals

• Personal produc3vity and effec3veness • Coaching for performance • Situa3onal leadership • We are one – building effec3ve teams • Finding and keeping the best people • Inci3ng ownership in others

EssenMal Leadership for Growth

• Behaviours for successful management • Posi3ve change management • Risk, crisis and reputa3on management • Crea3ng a vision for the business • Prac3cal mo3va3onal theory • People and culture strategies • Introduc3on to strategic thinking

Dynamic Account Management

• Understanding the key rela3onships • Legisla3ng for the unexpected • Maximising value up and downstream • Strategy and innova3on in key rela3onships • Advanced communica3on skills • Understanding the client agenda • A ring of steel around your key accounts

Step Change Sales and MarkeMng

• Developing real compe33ve edge • Strategic sales management • Managing the sales process • The psychology of selling • Campaign project management • Developing business & social media • GeQng to ‘Yes!’ nego3a3on skills

Finding and Keeping the Best People

• Winning the talent arms race • Becoming an employer of choice • Grow your own talent • What really mo3vates people • Search and Selec3on • Con3nuous professional development • Why culture and leadership maPers

ReputaMon and Crisis Management

• Recovery and turnaround • Emergency finance and re-­‐capitalisa3on • Key account rescue • Managing communica3on in a crisis • Essen3al intensive care for your business • Leadership when the pressure’s on • Crea3ve thinking and redirec3on

Steve Street » Quick profile Founding Partner of The Big Bang Project and successful hands on business owner/leader, with a proven track record of delivering consistently excellent results in my own enterprises and in those of my clients.

Working with the board, I led a planned for and successful exit -­‐ achieved through the outright commercial sale of RRGL to SPL in February 2011 and in doing so, maximised earnings & value for the shareholders.

Retained by the acquiring business to manage the people, cultural and commercial integraMon of the businesses, and to successfully undertake the transfer of assets, including an impressive, high value client base.

Non-­‐execuMve director mentor and strategic partner to other business principals and owners, helping them to develop their business strategies, evolve their management & leadership teams' capabiliMes, to improve their performance and contribuMon and in doing so, help drive growth and change.

Special3es Strategic direcMon, acceleraMng top and boGom line growth, turnaround work, troubleshooMng, improved efficiencies and ROI, re-­‐modelling, posiMve change, individual and group mentoring, business leadership, building progressive/sustainable businesses through a combinaMon of above and beyond ownership of the goals, trust, empathy and 'can do'.

Personal mission To launch planned community enterprise, supporMng young people with AuMsm, Aspergers and addiMonal needs into work, work placements, internships and work experience.

Community Fundraiser for pupils from the Chellow Heights Special School in Heaton.

Steve Street » Academic and VocaMonal » New start in 1996 with seed capital; grew to £mul3-­‐ million, award winning and recognised sector innovator, that delivered significant growth year on year un3l

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Featured in the Catalyst Top 50 Fastest Growing Businesses by sector in 2010, and preferred strategic partner to some of the most respected brands and Blue Chips.

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At the vanguard of technological change -­‐ reposi3oning and remodeling the business from mul3 opera3on retail plaform to online/onsite hybrid model, taking over £440k of cost out and growing earnings by over 35%.

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Led highly successful strategic exit in 2011 and in doing so, maximised value for shareholders. Engineered and executed highly successful succession and integra3on plan to protect the investment for the acquirers.

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The Ins3tute of Directors | Director Development

• Strategic Thinking • Finance for non-­‐financial directors • Leading change • Corporate Governance • Business Performance Improvement • Successful Strategies for Sales • AcceleraMng Company Growth and Harnessing Tools for Expansion • Strategic Sales DirecMon • Master Class in Managing Change • Powerful PresentaMons • Understanding the board • Keys to personal effecMveness

trade sale in 2011.

Experienced and trusted advisor and NED to tech, manufacturing, online retail, business services, supply chain and crea3ve and marke3ng businesses.

In a nutshell... ‘return on investment’.

More focused, energised and producMve people and teams

Improved competency, capability and enhanced skills sets

BeGer leadership, management and communicaMon

IdenMficaMon and securing of more opportuniMes

Upgraded service experiences for key accounts

More ideas, less problems and self managing/ high performance people

As I say Andy, there is much to know both ways about you, the business, my skills and capabiliMes and how these can be brought to bear to protect the exisMng value that you have built and ulMmately maximise opportuniMes for Ancar B in the future.

In the spirit of our open and honest meet – my own personal plan is to dedicate the next 2 – 3 years to a select/ handpicked group of businesses/leaders where I feel that I can make the biggest posiMve difference.

Typically influenced by sector, where an organisaMon is in the ‘business cycle’ and where I believe my skills, experience, know-­‐how and qualiMes best dovetail with that business’s goals. I have to say; Ancar B is a very appealing business.

Perhaps once you have given some thought to what you see your opMons to be as far as investment in yourself, your team, the business and its future plans – we can invest some Mme in exploring opMons to work together.

Speak soon.

Regards,

Clear strategy, structure, sustainability plan and Vision – succession/ exit.