FEBRUARY 2012 Professional Services Management Journal IN THIS ISSUE: Strategies for Successful Mergers & Acquisitions n It’s Here... Leading Edge M&A Wave Making Landfall! ...................................1 n How to Set Yourself Up for Success in M&A. .........................................1 n A Quality Transaction Partner Might Be Right Under Your Nose. ..............................2 n Don’t Forget These Often-Forgotten Priorities in a Transaction... .............................2 n Reluctant to Sell the Company? There’s Another Option. ..................................4 n What Do Your Employees Really Think of Your Company? .................................5 n Who’s Buying and Selling. ...............................5 n 3 Strategies for Achieving Integration Success. ........................................6 n Dealing With The Unsolicited Offer. ................6 n Stay Focused On What Is Important In The Deal. .......................................................7 n Industry Trend Spotlight. ..................................8 n Get Serious About Cultural Compatibility. ...................................................8 n The Business Systems Rule Claims Its First Victim! ......................................9 n Thinking About Getting Into M&A? Don’t Forget The Basics. ..................................9 n Survey Quick Hits. ............................................9 n 5 Questions On Mergers & Acquisitions. ......10 n Leadership Is So Yesterday! ..........................11 n PSMJ Hot Products. .........................................11 • VOLUME 39 • NUMBER 2 www.psmj.com It’s Here...Leading Edge of M&A Wave Making Landfall! 200+ transactions in 2011 brings M&A activity in the A/E industry back to pre-recession levels. New project inquiries with PSMJ’s M&A consulting team are at historic highs. Market confidence is gradually improving. Combine these observations with an impending wave of retiring Baby Boomers, complex intergenerational dynamics, and plain old supply (company stock coming available for redemption and/or sale) that outstrips demand (up-and-coming shareholders willing and able to purchase stock) and you’ve got the makings of major industry consolidation through mergers and/or acquisitions. Ownership transition challenges are proving to be a major catalyst for M&A activity. What makes ownership transition particularly challenging is that it so often gets pushed aside as a result of more pressing day-today priorities. Internal ownership transitions can be very complex transitions that take time but, in many cases, months and years go by with no action and firms end up in a scenario where an external sale is their only option as opposed to simply the most desirable option. Undercapitalization is often the most visible symptom of an ownership transition that has gone off the rails and this is an issue that is more prominent now than ever before as a result of aging Baby Boomers positioning for retirement. As part of their retirement plans, senior firm leaders are seeking to create liquidity and monetize their equity holdings. These redemption liability “bubbles” can pose significant financial obligations for even the healthiest of firms. Further, the unfortunate news (and the force that will drive merger and acquisition activity in coming years) is that internal ownership transition isn’t going to get any easier. (continued on page 2) How to Set Yourself Up for Success in M&A by Brad Wilson In any acquisition, buyers and sellers must have a clear vision of why the deal makes sense. This may sound like an obvious statement. However, even in today’s economic climate, firms continue to jump headfirst into deals with little strategic direction. This trend is especially true for potential buyers, who are currently presented with an abundance of acquisition opportunities. Still not convinced? Consider this example of a potential transaction that lacked any strategic focus. At an association convention last year, an office manager from a large Midwestern A/E firm met one of the principals of a small Northwestern civil engineering firm. Their firms seemed very alike in types of work and clients served but neither was especially in the market to buy or sell. The two individuals stayed in touch after the convention. Later, the (continued on page 3) It’s Here...Leading Edge of M&A Making Landfall (continued from page 1) Looking at broader census data in the United States, the bubble of retiring Baby Boomers far outweighs the demographic groups behind them and this is the dynamic that is playing out in many A/E firms of all shapes and sizes...senior shareholders want out and there isn’t sufficient demand to replace the void left behind. Gregory Hart is an M&A consultant with PSMJ Resources. According to Hart “Transaction activity is back up in 2011 but the numbers don’t tell the whole story. Just having the volume coming back around doesn’t mean, as Leo Reisman sang back in the early 1930s, that ‘happy days are here again’. The marketplace isn’t nearly as forgiving as it was before the downturn and, as a result, buyers are proceeding with caution.” Some highlights from the M&A transaction activity in 2011 are as follows: • Small tuck-in strategic deals were the name of the game — Other than a few larger deals [e.g. the Jacobs Engineering Group’s (Pasadena, CA) acquisition of KlingStubbins (Philadelphia, PA) or the CH2MHill (Englewood, CO) deal with Halcrow Group (London, England)] 2011 was the year of the tuck-in deal. It was still a risk-averse environment and few acquirers had the confidence to make big bets. • Smaller and smaller buyers along with more and more first-time buyers — M&A isn’t just for the ‘serial’ acquirers anymore. With current market conditions and a lot of small niche firms seeking to align with a more recognized brand in their market, smaller and first-time buyers were quite active. • Earnouts are bridging the valuation gap — We’re still not out of the woods and nobody is overly confident on what the future holds for market conditions. Accordingly, in this uncertain economic climate, earnouts are gaining popularity to bridge valuation gaps and make deals happen. Looking forward, PSMJ is forecasting 2012 to be another year of 200+ transactions and consolidation will continue to change the shape of the A/E industry for years to come. The smaller niche firms will always have a place in the industry and the larger powerhouses will certainly represent a growing presence. However, putting ownership transition aside for a moment, the mid-sized firms that are sandwiched in between these two ends of the spectrum will be facing the most significant pressure to “eat or be eaten”. Layer this industry reality on top of the aforementioned ownership transition pressures and then toss in the fact that some of the more forward-thinking firms are looking to put stored-up cash to work in the face of sluggish organic growth and weak investment returns. You’ve now got a recipe for very active M&A market. Additionally, with economic conditions and market confidence (very) gradually improving, look for more fast-growing firms to pull the trigger on some larger bets that have been on hold for some time now. n 2 FEBRUARY 2012 Professional Services Management Journal • VOLUME 39 A Quality Transaction Partner Might Be Right Under Your Nose So many firm leaders, both prospective buyers and prospective sellers, voice frustrations with finding quality firms that would be candidates for a prospective transaction. Some frequent sentiments are along the lines of “None of the good ones are interested in talking” or “They all want too much money”. Well, the truth is that great merger or acquisition partners don’t often fall in your lap. But, the good news is that finding quality merger or acquisition partners can often be a whole lot easier than it may appear. Consider the recent merger of E/A firm I&S Group (Mankato, MN) and civil engineering firm Kuehl & Payer (Storm Lake, IA). These two firms came into transaction discussions not by one knocking on the other’s door and simply asking to dance. Rather, it was a process that inherently got them off on the right foot. As Chad Surprenant, President and CEO of I&S Group puts it “We had long wanted to expand our geographic service area and, specifically, to get to a certain area. In the meantime, we were aware of Kuehl & Payer, and knowing that we were not direct competitors (our geographies somewhat touched but did not overlap), we had contacted them in somewhat of a peer review scenario where we could ask them operational questions, learn of shared opportunities, and simply learn from each other.” This initial discussion to compare notes then turned into something good. According to Surprenant “As we talked about our vision of expansion, they were compelled by it and asked if we would consider merging them in as opposed to us leapfrogging them or competing against them. We have long been admirers of their work in their specialty areas, but we also knew that we had services and vision from which they could benefit.” If you are spinning your wheels in finding quality merger or acquisition partners, don’t get the cart before the horse by seeking a firm that will immediately engage in transaction discussions and then putting on the hard sell. That can frequently be a turn-off for many successful firms. Instead, always keep the golden rule in mind and you just might find a successful transaction to be closer than you thought. n Gregory Hart is a consultant with PSMJ and specializes in mergers and acquisitions, valuation, and ownership planning. He can be reached at 617-965-0055 or at [email protected]. Don’t Forget These OftenForgotten Priorities in a Transaction... • Key employee retention • Clear and consistent communication (internal and external) • An open and honest process • Effective due diligence...asking the right questions • Early identification of problems Above all else, don’t be afraid to walk if the deal just doesn’t smell right! n • NUMBER 2 www.psmj.com How to Set Yourself up for Success in M&A (continued from page 1) leadership team from the larger firm casually brought up the idea of an acquisition (largely because another large firm nearby had been making several transactions over the last few years...a ‘keep up with the Joneses’ strategy). The principals in the small firm were flattered but were not prepared to offer a clear picture as to what a suitable transaction would look like. Many critical issues were avoided by both firms during six months of discussions, and by the time the larger firm decided to get PSMJ involved to help close the deal, the principals of the small firm had been distracted by this for so long that their business was in decline and the financial results would not be attractive to any buyer. In the end, both firms wasted eight months of time and the smaller firm’s owners took a significant hit in the wallet as a consolation prize. While there’s nothing wrong with being an opportunistic buyer or seller, deals will almost always end in trouble if the opportunity does not fit within your strategic or personal plan. Advice for buyers Just because you can buy another firm doesn’t mean that you should. Take time to define the major objectives you hope to achieve in making an acquisition. Be as specific as possible. Is an acquisition truly the way to go or could you achieve the same objectives through internal development or by opening a branch office? List some good reasons why you would want to buy, as well as bad reasons. Good reasons would include: • Strategic infill as part of your strategic plan for growth. In other words, the firm’s leadership has recognized a specific geographic region or service type that the firm is not reaching and an acquisition will most efficiently serve that strategic need. • Following a high-quality client. Your firm may have a client with needs in a different region or state and acquiring a strong presence in that area may help you to serve that client right away, as opposed to slowly process of building a branch office from the ground up. • Growth to drive employee opportunities. Firms that stop growing can stagnate and you need growth to retain and develop the top designers and managers who may someday become firm leaders. An acquisition may bring in new and exciting work to keep your people happy. On the flip side of this, some bad reasons are: • Keeping up with the firm down the street. There are many firms that are saying “Everybody else is acquiring, so we should too.” This reasoning will only lead to failure. • Thinking you have an opportunity to acquire a firm at a really good deal. You may find an amazing deal out there. But, more often than not, it is just too good to be true. Is the firm in trouble? Is the owner desperate to sell the company? Why? Are there any skeletons in the closet? Deals that seem too good to be true most likely are. Advice for potential sellers It can be flattering to be approached by a firm you have always looked up to, but are you sure that becoming part of that firm will help you achieve your strategic goals? Ask yourself a number of serious questions before you begin the potentially gut-wrenching process of selling. Most importantly, what are your: • Financial goals? • Personal and professional goals? • Goals for the firm? Do you want to get as much cash for the firm as possible and leave it forever? Do you want to continue to be involved on a daily basis, on a project basis, or in some other way? Do you want to see the firm strengthened on its current path, or taking a new direction, or doesn’t this issue matter to you? n Brad Wilson is a consulting with PSMJ specializing in mergers and acquisitions. Brad has significant experience in all aspects of the transaction process from target sourcing and identification to valuation, due diligence, deal structuring, and post-transaction integration. He can be reached at 857.255.3204 or via email at [email protected]. Did You Know... The popular financial website investopedia.com ranks Quaker Oats Company’s acquisition of Snapple Beverage Company among the greatest M&A failures of all time. According to the website: Quaker Oats successfully managed the widely popular Gatorade drink and thought it could do the same with Snapple. In 1994, despite warnings from Wall Street that the company was paying $1 billion too much, the company acquired Snapple for a purchase price of $1.7 billion. In addition to overpaying, management broke a fundamental law in mergers and acquisitions: make sure you know how to run the company and bring specific value-added skills sets and expertise to the operation. In just 27 months, Quaker Oats sold Snapple to a holding company for a mere $300 million (or a loss of $1.6 million for each day that the company owned Snapple). • Overhead economies of scale. Large firms with strong HR and marketing departments in place can have false notions that expansion will add little to their overhead. PSMJ survey data shows that as your staff grows, your overhead will continue to rise. SUBSCRIPTION INFORMATION: One Year (12 Issues) - $397 For group or firm-wide subscription pricing, single copies, or address changes, please call 800-537-PSMJ. Allow 4-6 weeks for change of address. Copyright © 2012 by PSMJ Resources, Inc. All rights reserved. Partial quotation with attribution is encouraged. Reproduction without permission is prohibited. 3 Reluctant to Sell the Company? There’s Another Option As the Baby Boomer generation continues aging, within the next two decades, the U.S. will witness a huge wave of business owners looking to sell their privately held companies. It has been estimated that some $10 trillion worth of ownership will change hands. with the ownership transition. Additionally, an ESOP has the ability to borrow money to fund the transaction and the individual employees don’t have any out-of-pocket requirements. On top of that, the shareholder has the ability to potentially defer gains on the sale. Structured properly, ESOPs provide owners with both liquidity and succession at a controlled pace The most common exit strategy for a private business owner is an external sale to a strategic or financial buyer. The external sale of 100% of the firm is usually a clean break and often provides the highest available price for the company. However, the decision to go with an external sale isn’t always simple. In some case, a suitable buyer is not available. Additionally, the objectives of a firm owner may go beyond the monetary gains associated with a sell. What is a seller to do? The ESOP essentially is an “inside” buyer of stock. It can buy as little or as much of the company’s stock as the shareholders desire. Typically, the ESOP buys 30% or more of the stock in order to realize some of the tax benefits. The company can take a tax deduction for both the interest and the principal of the debt that the company borrows to fund the transaction. Structured properly, ESOPs provide owners with both liquidity and succession at a controlled pace, while simultaneously creating an employee benefit where the future payoff to the employees is based largely on the success and productivity of the business. While it might be ‘all about the money’ for some sellers, there are many A/E firm founders who place the financial benefits of a sale fairly low on the list of priorities. Any of these sound familiar to you? • Ensuring that the management team has a fair shot at taking over the reins. • Allowing the owner to transition out of day-to-day management over several years rather than all at once. The benefits of an ESOP can be substantial. However, this isn’t to imply that an ESOP is appropriate in all situations. As with any financial transaction, a fair amount of education and analysis is required to determine if it will be an appropriate fit. But, if you are wrestling with an external sale and looking for other options, seek out a seasoned professional firm that specializes in ESOPs and find out if an ESOP just might be exactly the solution you are seeking. n • Protecting the legacy and mission of the business so it can continue indefinitely; and ensuring that employees will not be left in the dust once the company’s ownership passes hands. If you are a firm leader reaching a point where you wish (or need) to create some liquidity, but aren’t convinced that an external sale is the right move, there is a solution that could allow you to achieve some or all of these objectives while also taking some money off of the table. That solution is an Employee Stock Ownership Plan (ESOP). An ESOP is frequently overlooked as a viable option because its pros and cons are either unknown or misunderstood. Steven R. Allison, CEPA is a Senior Vice President with SES Advisors of Texas who specialize in business development, advisory services and transaction execution of ESOP leveraged buyouts. He can be reached at (817) 712-2362 or via email at [email protected]. Did You Know... What exactly is an ESOP? An ESOP is a qualified retirement plan that can purchase and hold stock of the company sponsoring the plan. However, more than just a new employee benefit plan, an ESOP can be a “win/win” solution for the shareholder, the company and the employees. In particular, the government provides tax benefits to the ESOP as an incentive to assist private company shareholders According to The ESOP Association (www.esopassociation.org), there are approximately 11,500 Employee Stock Ownership Plans (ESOPs) in place in the United States, covering approximately 10% of the private-sector workforce. Here are some more interesting ESOP facts from the ESOP Association: • Fewer than 2% were financially distressed when they established their ESOP. UPCOMING INDUSTRY EVENT • Approximately 3,000 are 100% owned by the ESOP. Employee Ownership Conference presented by the • At least 70% of ESOP companies are or were leveraged, meaning they used borrowed funds to acquire the employer securities held by the ESOP trustee. National Center for Employee Ownership and Beyster Insitute April 25-27, 2012 in Minneapolis, MN For more info: www.nceo.org 4 FEBRUARY 2012 Professional Services Management Journal • VOLUME 39 • NUMBER 2 www.psmj.com What Do Your Employees Really Think of Your Company? Here is what a project manager in a large A/E firm thinks about his company: Pros: The management and people in the office are personable. The office technology is up to date. The location in the city is great. Cons: Never seen morale lower in this office or any other A/E firm. This is due to upper management’s ridiculous processes and asinine spreadsheets. We are encouraged to work 50 to 60 hours a week, but allowed to only post 40 on the timesheet. Absolutely no room to be promoted and rarely recognized for good work. Had more clients give kudos than anyone in the office. Forget any type of bonus or perks. This place is just another big firm sweatshop. Advice to Senior Management: Get rid of the ‘matrix’ Who’s Buying and Selling... Consolidation continues to shape the future of the A/E industry. To keep you up to speed on the M&A activity, following are some notable recent mergers and acquisitions: • I&S Group (Mankato, MN) merged with Kuehl & Payer (Storm Lake, IA). Kuehl & Payer provides civil engineering, environmental engineering, and land surveying. The combination of these two organizations will create an even more effective and comprehensive full service architecture and engineering firm and expands the geographic service area of I&S Group to include northern Iowa. Additionally, the merger adds specialization in water and wastewater treatment, highway design, and bridge design to the civil engineering services provided by I&S Group. The merged company will maintain the I&S Group name. PSMJ provided valuation and advisory services for I&S Group and Kuehl & Payer on this transaction. organization, the cumbersome processes, and spreadsheet programs. Quit sending out daily emails on how well the company is doing and how happy we are. The corporate reps that come through the office once a year do a lot of talking, but really aren’t interested in listening. When the economy improves, 80% of our local staff will be out the door. • Global engineering, construction, and technical services firm URS (San Francisco, CA) acquired the assets of CATI Training Systems (Daleville, AL). CATI designs and develops virtual visual environments for flight simulators and a variety of other training systems for the Department of Defense as well as commercial customers. How do we know that is what he really thinks? Because he posted his opinion online for all to see (along with 176 postings from other employees of this firm). • Architecture and design firm Callison (Seattle, WA) acquired Barteluce Architects & Associates (New York, NY). The deal adds 75 staff members to Callison’s New York presence and grows the firm’s luxury retail client base. According to Callison, since January 1, 2011, the firm has added more than 200 professionals to its global offices and it plans to make more strategic acquisitions and investments in the future. The company achieved 35 percent revenue growth for the fiscal year ended September 30, 2011. Welcome to the new world of social media! If you think social media is not important to your business, think again. Your (mostly younger) employees aren’t just telling their friends about what they think of your firm, they’re posting it on sites like Glassdoor. com for the entire world to see. If you were a project manager interviewing for a job at this large firm and you saw this posting, would it influence your decision? If you were a client and you saw this posting, would it influence your opinion of this firm? If this article got your attention, look up your company on social networking sites like Glassdoor.com to find out what your employees are saying about your firm. Better yet, take control by encouraging your happy employees to post their opinions on these sites. Like it or not, social media is here to stay. You can either benefit from it or be victimized by it – the choice is yours. n David Burstein is a consultant with PSMJ and frequently speaks and writes on matters such as strategic planning, marketing, project management, human resources, corporate finance, and ownership transition. He can be reached at 770-723-9651 or at [email protected]. Did You Know... According to a 2011 PSMJ survey, finding quality targets and successful integration are the two greatest challenges for acquirers in the A/E industry. Fortunately, with the right experience and knowledge, both of these challenges can be managed effectively. • GHD (Perth, Western Australia), an international engineering, architecture, and environmental consulting firm merged with RobsonWoese (Syracuse, NY). RobsonWoese provides mechanical, electrical, plumbing and fire protection services. GHD has 6,500 employees worldwide with about 900 in the United States. According to a press release announcing the transaction, the RobsonWoese merger will diversify GHD’s services and capabilities. To get the latest M&A tips and insight from PSMJ, along with highlights on all of the latest announced M&A transactions, subscribe to PSMJ’s M&A Insider today! This free weekly electronic newsletter has everything you need to stay informed about A/E mergers and acquisitions. Additionally, if you are a potential buyer or seller considering a merger or acquisition, don’t go it alone. PSMJ has the insight and experience to make your next transaction a success. n If your firm is considering selling or buying, contact Susan LeComte ([email protected]) or (800) 537-PSMJ to capitalize on the active M&A market. 5 3 Strategies for Achieving Integration Success by Chris Klemmer Dealing with the Unsolicited Offer by Brad Wilson Every so often, a firm receives an unsolicited offer or an offer comes unexpectedly early in the getting-acquainted process of a potential deal. Here’s what NOT to do when you get an unexpected offer for your firm: Conceptualizing a deal is relatively easy. However, achieving a successful merger or acquisition requires not only imagination but also hard work; and it is too important to be left solely in the hands of dealmakers who won’t have to live with the consequences after the closing. • Don’t abandon your day job. Small firm leaders can become so focused on the transaction that they neglect their core responsibilities. Keep the excitement level down and take your time hammering out the deal. In a truly strategic fit, the acquiring firm will understand that you need to slow down the pace for meetings. When it comes to post-transaction integration, it is critical to have a plan that works. Some tips for successful integration planning include: 1. Empower the Team. Carefully select the leader and integration planning team members from both sides. Make sure that transaction goals, team roles, and management expectations are explicitly clear. Remove competing assignments and attention-grabbers from team members and publicly demonstrate their authority with total executive support. Insist on an organized and flexible project plan with questions to be answered, an approach to be followed, information to be gathered, and measures for progress. Distribute the project plan to stakeholders for feedback and buy-in. • Don’t get too many people in your firm involved. Most small sellers that are majority owners want their key people to know about the offer and invite them to be a part of the decision-making process. This can lead to a “too many cooks in the kitchen” predicament early in the process as things become bogged down under the effort to give everyone an opinion. • Don’t call your attorney just yet. There is an appropriate time to bring in your attorney, but you only add unnecessary costs and complexity if you do so while you are still working on a strategic fit with the buyer. 2. Dig Deep. Make sure the team gets to know each other and understands how their respective organizations tick as they develop integration plans. Objective information such as examples, models, templates, prototypes, and stories of operational processes are important. However, a subjective understanding of each other’s people, culture, operations, philosophy, and values may be more valuable in the long run. This is the time to mine for conflict, competing imperatives, sacred cows, resistors, and revolutionaries for appropriate action. Investigation is done when there is sufficient information to design a robust integration plan and make an informed Go/No-Go decision. • Don’t focus too intently on the up-side. Architects and engineers can be eternal optimists, but this can lead them to having unrealistic expectations of value. Potential sellers need to stay realistic and spend time considering the (admittedly less exciting) downsides of the offer. • Don’t let the buyer have insider knowledge of your clients, processes, etc. Don’t give them any information except marketing material at this point. Concentrate on building their image of your reputation and status. 3. Assess Critically. Mergers and acquisitions are among the • Don’t negotiate on your own behalf. This leads to riskiest projects a firm can pursue. The planning team must consider alternatives for office organization, management structure, marketing approach, operational consolidation, etc. Outline each alternative, how it would be pursued, the risks, likely outcomes, and costs. Costs include not only cash expenditures but also key staff demands, lost clients, and employee departures. Be realistic; not every client or employee will survive or want to stay with the merger. It is essential that the most significant foreseeable risks are identified and workable contingency plans are developed. When evaluating the recommended plan, focus on the outcome, confront difficult issues, and insist on clarity. If the integration plan does not meet or exceed expectations and provide a viable response for every identified risk, there are fatal flaws. Stop. Do not proceed. negotiations that are 10% business and 90% emotion, as small firm or founding owners find it difficult to separate themselves from the company when negotiating terms and dollar amounts. If the offer is legitimate and you wish to respond, consider bringing in an M&A advisor that has been down this road many times before and can guide you through to a win-win transaction. n PSMJ TOOLBOX M&A Target Evaluation Form In the initial discussions between a prospective buyer and seller, there are a some key pieces of information that will inform a go/no-go decision. If you are on the acquisition hunt, send an email to PSMJ’s Managing Editor David Whitemyer, AIA ([email protected]) for a complimentary M&A Target Evaluation Form and make sure this form is completed for every potential target that you are evaluating! If you can’t afford your best managers to plan, manage, and implement post-transaction integration like a “real project”, you likely cannot afford the transaction in the first place! n Chris Klemmer, P.E., LEP has 40 years of project management experience in industry and consulting. He can be reached at [email protected] 6 FEBRUARY 2012 Professional Services Management Journal • VOLUME 39 • NUMBER 2 Stay Focused on What is Important in the Deal by Donald J. Skowron, AIA Once you have a Non-Disclosure Agreement executed, several “feel good” meetings are in order between a prospective buyer and seller. These initial meetings will serve to test the waters, establish a working relationship, and start a chemistry process. Once these meetings have taken place, more formal meetings and information exchange can occur. As you get into the more detailed meetings, things can get busy and it can become easy to get buried in the details. To stay focused ALL important aspects and successful integration, consider establishing the following working groups: • Steering Committee • Human Resources • Marketing & Business Development • Project Management • I.T. Integration • Finance The various committees listed above should meet weekly and report on progress to the general group meeting bi-weekly. The meetings are organized with a clear agenda and are actionoriented. Specific tasks of the working groups are: • Steering – Responsible for coordinating overall management issues, including those of other working groups, development of a memorandum of understanding, integration strategies, legal issues from potential claims or pending litigation issues, and draft purchase agreement. • Human Resources – Two firms are rarely alike. One may have more paid vacation days, a better health insurance plan, varied benefits. In the integration process, resolution of these differences will need to be completed with the understanding there are some winners and some losers, but in the end, a win/win for all. • Marketing & Business Development – What are each firm’s Depending on the size of the transaction, you can scale up or down these groups. But, open communications between buyer and seller on issues raised by these groups will mean the difference between success or failure after the transaction has closed. n Donald J. Skowron, AIA is the Senior Vice President and COO of Foit Albert Associates Architects, Engineers, Surveyors, PC. He can be reached at [email protected]. Complimentary Fees & Pricing Benchmarking Tool! The window to participate in the 2012 PSMJ Fees & Pricing Benchmark Survey is closing soon! PSMJ needs your help to accumulate critical information on current conditions. In return, we’ll help you better manage your clients and compare your firm to those of your peers. We’ve made this survey as easy as possible for you to complete. It is in a Microsoft Excel spreadsheet format for inputting and you can simply e-mail your response to us. Interactive instructions and on-screen editing help you provide correct information. When you participate in the survey, you will receive the exclusive 2012 PSMJ Fees & Pricing Benchmark Tool that will benchmark your firm to other firms by your choice of criteria: size, type, or client type. Your data will be preloaded and the tool will be ready to provide to your firm’s key management with charts and graphs on how your firm compares! • Project Management – Each firm may have a different set Our survey questionnaire was e-mailed out for participation on January 5th. If you didn’t receive this e-mail, please go to www.psmj.com to download the questionnaire, or send a message to PSMJSurveys@ psmj.com with your contact info and we’ll make sure you’re on our e-mail list. Act fast because the deadline for participation is January 27th, 2012. n • I.T. Integration – Chances are the operating systems for finance Did You Know... markets, clients and opportunities past and present? Determine if you have similar clients. Explore rebranding, name changes and eventual PR opportunities. A solid plan for the eventual change is absolutely necessary and may need the expertise of outside professionals. of guidelines for project management and production. A careful review of these documents is necessary to determine the best practices and how best to integrate each firm’s approaches into one new policy and procedures manual. It should be noted that this is a time consuming process and may take additional time beyond the signing of the final agreement. and production are different in each firm. As an example, an architectural firm acquiring an engineering firm may find that the engineering firm utilizes Civil 3D instead of AutoCAD. System compatibility and the necessity of combining systems is critical and may have financial implication as the deal goes forward. • Finance – A careful review of each individual firm’s debts, project liabilities, insurance policies, special benefit deals, banking relationships, accounting procedures, A/R, profitability (loss) and other obligations. A clear understanding of this data is essential and cannot be overstated. According to PSMJ’s tracking of M&A activity in the A/E industry, the most active acquirer in 2011 was GENIVAR (Montreal, QC). This multi-disciplinary firm with 5,000 employees topped the charts with seven transactions on the books for the year. GENIVAR has completed more than 50 acquisitions since its inception in 1959. 7 INDUSTRY TREND SPOTLIGHT Run Your Business as Though it’s for Sale EVERYDAY! Every buyer is looking for a good investment – whether that buyer is an internal shareholder or an external acquirer. Of course, many elements must be considered in a sale, but two factors that bring buyers to the table are strong profits and good cash flow. You can quickly benchmark both by looking at PSMJ’s Return on Working Capital Assets (ROWC) data. This metric reflects the profits being generated through use of the firm’s assets. In most firms, A/R and WIP represent the majority of a design firm’s assets. Here’s how the RoWC is calculated: ROWC = [Net Profit] / [Total Accounts Receivable + Work in Process] High ROWC gives buyers insight that your firm has good client relationships and closely manages billings and collections. Generally, smaller firms have the highest ROWC, as do firms that provide services to the industrial and healthcare markets. Firms that support clients in the commercial and residential markets typically see the lowest ROWC. As shown in the chart below, while engineering (subconsulting) and A/E firms saw significant decreases in return on working capital this year, architectural firms reported significant increases. How does your firm stack up? n The data presented in this graph are results of PSMJ’s 2011 Financial Performance Benchmark Survey. For more information, visit www. psmj.com. Get Serious About Cultural Compatibility 2. When you identify an acquisition candidate that appears to be of interest, ask their principals to take the same profile. How closely the profile of the buyer matches Everyone knows that most failed acquisitions are a result of cultural incompatibility between the buyer and seller. If you are a buyer, the last thing you need is to acquire a firm whose culture is at odds with yours. If you are a seller, the last thing you want is to spend the rest of your career tied up in an employment agreement with a culturally incompatible boss. Yet, few buyers or sellers really incorporate this factor into their acquisition process. A 2011 survey conducted by PSMJ indicated that many acquirers conduct very limited assessments of cultural compatibility and few firms are satisfied with their efforts. the profile of the seller will tell you how culturally compatible your firms are likely to be. If you appear to be reasonably compatible, move on with discussions; if not, break them off early. 3. Once you have reached agreement on the key terms of the acquisition, develop an integration plan that incorporates all the corporate culture elements that need to be considered. Here are some simple steps to take to incorporate cultural compatibility into your acquisition process: Follow this simple approach and you’ll be much happier, regardless of whether you are the buyer or the seller. n 1. Develop a culture profile for your firm. (PSMJ has developed such a profile that we use successfully for our M&A clients. For a complimentary copy, just send an email to [email protected].) 8 FEBRUARY 2012 Professional Services Management Journal • VOLUME 39 • NUMBER 2 The Business Systems Rule Claims its First Victim! Thinking about Getting into M&A? Don’t Forget the Basics by John Stunson It has been said by many who have participated in M&A transactions that firm culture is the most important aspect of the deal. In this industry, people make the deal a success and therefore you must make every effort to keep them involved, starting with day one of the integration process. U.S. Navy Withholds Funds from Shipbuilder My article in last month’s issue of PSMJ, “Famous Last Words – “That Rule Doesn’t Apply To Us!,” warned readers of the risks of non-compliance with the new Federal Business Systems rule for Government Contractors. Since writing that article, I can say it is no longer a warning, but a reality as the rule has claimed its first victim! This rule, which was put into effect mid-year 2011, defines over 100 control objectives for six key contractor business systems (i.e. Purchasing, Accounting, Estimating, Earned Value Management System (EVMS), Material Management and Accounting System (MMAS), and Government Property). In late October, the Navy notified shipbuilder Huntington Ingalls Industries that it would withhold 5% of progress payments for the $698 Million contract awarded in September for the construction of an Arleigh Burke-class destroyer. This decision makes for the first withholding applied using the new DOD Contractor Business Systems Rule. At issue was one of the six key business systems, the Earned Value Management System (EVMS). The Defense Contract Management Agency (DCMA) made a determination that 16 of the 32 EVMS rules were found lacking and therefore a “significant deficiency” existed within the system. Huntington Ingalls has submitted a formal corrective action plan which is currently being reviewed by DCMA. Regardless of the ultimate disposition, it is clear that the Government intends to enforce the Business Systems rule. Surprisingly, many contractors are still avoiding taking preventive measures to deal with this new regulation. Measures such as performing risk assessments, specific training, compliance checks, and bolstering policies and procedures will certainly be required, among other more technical, Government contract specific requirements. Given these recent events, Government Contractor Management should assume that: • The Business System Rule does or will apply to them, • The Rule will be enforced, • The DCAA will audit the systems specified in the Business System Rule. Will you let your company be caught non-compliant? n John Stunson leads the Government Contract Services Practice of Auxis, Inc, a Management Consulting and Outsourcing Firm. He has extensive experience working with government Contractors to assist their compliance needs, from gap identification to system implementation. He can be reached at [email protected] or at (954) 236-4000. by Donald J. Skowron, AIA Having been through many transactions over the years, here’s what you MUST be thinking about as you enter into the process: • Understand what you are looking to buy (or sell). Establish your criteria and your goals. • Above all be honest in your approach and in your dealings. • Keep key people in the loop. Word will get out, you can count on it. • Share important information with the buyers/seller. • Be patient. It takes time especially with first time buyers or sellers. Original founder(s) will be the most difficult to deal with. • Don’t cause unrest or panic among staff. And, most importantly, your first step in discussions and negotiations with a prospective buyer or seller is a Confidentiality Agreement. Especially if you are a seller, you’ve got a lot at stake here! n SURVEY QUICK HITS Is your firm ready to go to market? From profitability to leverage, just about every aspect of a firm’s financial condition will be a factor for buyers figuring out what to pay in a merger or acquisition. To this end, here are just a few noteworthy findings from PSMJ’s 2011 A/E Financial Performance Benchmark Survey: • Firms in PSMJ’s 2011 Circle of Excellence achieve significantly higher return on working capital assets than the typical firm— 39.4 percent versus the overall median of 9.3 percent. (PSMJ’s Circle of Excellence is selected from the top twenty percent of firms that participate in PSMJ’s Financial Performance Benchmark Survey.) • Some firms in the upper quartile results are using considerably more debt (leverage) than the average firm to finance their capital needs. A quarter of firms report a total debt-to-equity ratio of at least 161.64 percent, in comparison to the survey median of 89.81 percent. n For more information on PSMJ’s latest Financial Performance Benchmark Survey, visit www.psmj.com. 9 5 Questions on Mergers & Acquisitions Each month in PSMJ, we’ll be featuring five questions on the theme for the month with one of PSMJ’s expert consultants. This is our chance to ask some candid questions and get some straight actionable information from seasoned pros that are in the trenches with some of the most successful and forward-thinking firms in the industry. make a valiant attempt to preserve profitability as revenues declined. Have key metrics like utilization and overhead rates trended better than the broader market conditions? What kinds for core competencies were protected during the recession that might support stronger financial performance expectations going forward? For this month’s issue, we sat down with Brad Wilson of PSMJ’s M&A consulting team. Brad has been with PSMJ for just about a decade and has seen just about everything when it comes to M&A. Here’s what we gathered from our five questions with Brad: Q: Where are the hot markets? A: We’re seeing a lot of interest in the energy, environmental, water, and healthcare markets. These markets are appealing to the strategic and financial buyers because of the connection to overall economic and demographic trends. Geographically, it is still really a mixed bag…though parts of the South and West are getting more interest than they’ve had in the past couple years. On the global scene, Australia is very attractive as are some of the emerging markets. Q: What’s your outlook for M&A in the A/E industry? A: Transaction activity was up in 2011. In fact, the number of transactions was back up to pre-recession levels. With the growing wave of retiring Baby Boomers and the pressure that is putting on internal succession plans, we are expecting consolidation to be a major force shaping the A/E industry in 2012 and beyond. And, it isn’t just the ‘serial’ acquirers doing big deals anymore. More and more smaller firms are getting into the market and firms that have historically grown solely through organic means are also getting into the game. This trend is going to continue and better economic times will add to the attractiveness of a “growth by acquisition” strategy. Q: When considering a sale, how can sellers be confident when entering into discussions with the ‘right’ buyer? A: This is a worry that goes through the minds of many sellers, particularly first-generation owners who are selling a firm that they have built from the ground up. Sellers want to know that the firm’s brand recognition and employee loyalty aren’t thrown out the window after the sale. What’s important for sellers here is to do their homework and be pro-active. First, define what the ideal buyer looks like… financially, strategically, and culturally and then put your resources to work to identify the most relevant buyers and ask the pertinent questions early on. At PSMJ, we have several tools that we use for our clients to gauge the ‘fit’ of a prospective buyer or seller. Relying on your gut and instinct is good but relying on proven, objective techniques is even better! Q: How has the current economy impacted transaction activity? A: Whenever this industry goes through a ‘bust’ cycle, transaction activity slows as buyers become risk averse and sellers decide to ride things out for a bit. This downturn has been no different. But, three years out now from the initial meltdown, everyone has started to come out of their bunkers. Nonetheless, buyers are being more careful in finding targets and closing transactions. Deals are getting scrutinized more within the buyer organizations, due diligence efforts are more thorough, and we’re seeing more buyers looking to shift some of the transaction risk onto the seller through payfor-performance provisions or earnouts. M&A can unlock significant growth opportunities for buyers and sellers but, now more than ever, this isn’t for the timid. You need the right team with the experience to get it done right. If you are going in with limited experience, keep the first transaction small and uncomplicated so you can build on success. If you have more questions on M&A that you’d like answers to, you can contact Brad Wilson at (857) 255-3204 or via email at [email protected]. Otherwise, look for our five questions next month with another one of PSMJ’s experts! n UPCOMING INDUSTRY EVENT Q: What are buyers looking for most right now in a seller? PSMJ Merger & Acquisition Senior Executive Roundtable A: Well, many sellers have been hampered a bit over the past few years and most buyers will understand this. So, recent historical revenue and earnings might not be the best indicator of future value. There may still be some considerable forward-looking value or value that isn’t necessarily reflected in the financial statements. So, while they won’t always be looking solely to last year’s financials they will be looking for some degree of business-like behavior and discipline to 10 FEBRUARY 2012 Professional Services Management Journal • VOLUME 39 February 28 – 29, 2012 in Orlando, FL April 3 – 4, 2012 in San Diego, CA For more info: www.psmj.com • NUMBER 2 Leadership is so Yesterday! by Bob Kelleher I have an amazing revelation I’d like to share with you. After spending a career helping companies engage their employees to drive business results, I suddenly realized that having engaged employees by itself is not the answer. I still believe engagement is the secret sauce that separates you from your competition, but engagement, along with profit, revenue growth, innovation, quality, and customer satisfaction, are by themselves all outcomes of something bigger. This revelation occurred to me during a recent keynote talk while discussing how iconic New England companies such as Digital Equipment Corporation, Polaroid, Arthur D. Little, Stone and Webster, and Wang all went bankrupt. These firms employed satisfied employees, were led by extraordinary leaders, and in most cases, had exemplary cultures. But they all went bankrupt. Why? My conclusion was simple. Employee engagement, profit, growth, and client satisfaction by themselves are not sustainable. Neither is solid leadership, as these organizations were led by very talented leaders. So, my historical definition of leadership has now been carted off and tossed in the “no longer needed” dumpster, along with the CD player, help wanted newspaper ads, corner video stores, job descriptions, and employee service award programs. I’ve often defined leadership as the ability to lead people, build fellowship, and make money. But, this archaic definition of leadership is so yesterday! Today, leadership is about creativeship; defined as the creation of sustainable cultures and business models. Creativeship will allow a business to compete and thrive in this world of unprecedented technological advances, globalization, shifting economic drivers, government intervention, changing workforce demographics, vastly different motivational drivers with Gen X, and the emergence of corporate social responsibility as a motivational driver. For firms to be sustainable, they need to shift their leadership model from the historical definition to creativeship and invest their energies and resources in six prominent and overlapping business priorities: Purpose, Engagement, Performance, Innovation, Branding, and Growth. Following are brief highlights if these six priorities for creativeship: Purpose. Organizations need to articulate both their “what we do” and their “why we do it.” A firm’s employment value proposition (EVP) needs to identify its “why” if they want to retain, attract and hire the best employees of tomorrow. It has been proven for some time now that socially conscious organizations, driven by improving the world, outperform those organizations solely committed to beating the competition (Logan, king, and Fischer-Wright, 2008). Much has been written about Generation Y (the Millinium generation) being a purpose generation. A pararell trend is the increasing role Baby Boomers are playing in leading and initiating corporate social responsibility activites as they push their employers to donate to charities, reduce their carbon footprint, and support volunteerism. After years of focusing on wealth accumulation and climbing the corpoate ladder, boomers are now re-focusing their priorities. (continued on page 12) PSMJ’s www.psmj.com Hot Products Improve Your Negotiation Strategy Right Now! Start off 2012 strong, by creating a focus on your firm’s negotiation skills with PSMJ’s Guide to Successful Negotiations. Geared to teach your project managers and others to negotiate like superstars, this tool will become your go-to resource for improving your firm’s bargaining position. See results during your very next negotiation! For more information, or to order your copy today, visit www.psmj.com. UPCOMING INDUSTRY EVENT A/E/C Industry Human Resource Summit March 22-23, 2012 in San Francisco, CA PSMJ’s A/E/C Industry Human Resources Summit is designed to provide the insight and information that every firm leader needs to foster excellence in this people-based industry. Through energetic panel discussions and top-notch presentations, you learn through examining successful real-life case studies, receive A/E/C survey results, and be given ample opportunity to network with your peers who have overcome challenges just like yours. This years event will feature the following exciting pre-con program: Best in Class Recruiting and On-boarding Strategies for the A/E/C Industry. Led by industry HR expert Bob Kelleher, attendees will learn about various online technologies, proven processes, and best in class examples on delivering efficient talent acquisition & on-boarding strategies.You’ll leave this program equipped with the information you need to: • Leverage Social Media to find “passive” candidates (and overcome Social Media Myths) • Reduce your use of “headhunters” • Develop an effective Employee Referral Program • Understand and brand your EVP (Employment Value Proposition) • Co-brand your EVP with your marketing and corporate communications staff • Identify the ideal behaviors and traits for your company • Put in place an effective on-boarding program Space is limited. Visit www.psmj.com to learn more and register today! 11 www.psmj.com Branding. There’s no denying that social media has taken the world by storm. Facebook boasts some 640 million users worldwide. Twitter receives 95 million Tweets every day. Social media is a huge engagement, staffing, retention, and increasingly, branding tool. Over the years, I’ve touted the benefits of linking one’s employment brand to one’s service or product brand, a process I called product/ employment co-branding. To build sustainable cultures and business models, I now believe a third dimension is necessary - a dimension I call tri-branding. Tri-branding occurs when companies build tenacious customer brand loyalty and passion – a process made easier today with the emergence of social media as an everyday communications (and branding) tool. Think Apple. They build cool technological products and hire technically cool people who are avid Apple consumers themselves. Leadership is so Yesterday! (continued from page 11) Engagement. Luckily, we’re seeing evidence that more and more leadership teams are asking their human resources and organizational development staffs to build engaged workforces. According to December 2010’s Economic Intelligence Unit, 84% of C-Suite survey respondents reported that that “disengaged employees” is one of the biggest threats to their business. Successful initiatives will link engagement efforts to high performance while minimizing employee satisfaction goals. The last thing you want is a team of satisfied but underperforming employees. Performance. Creating sustainable cultures of performance at both the company and individual level is key. Every Sunday during football season, I’m reminded that you don’t need to be a charismatic person to be a great leader. Bill Belicheck, coach and general manager of the New England Patriots, has literally put me to sleep during his post game press conferences. However, he is a great example of a leader who lives in the world of creativeship. He does an extraordinary job of creating a sustainable culture of high performance. He is willing to let his super bowl hero placekicker go to his division’s chief rival rather than risk upsetting his salary structure to ensure a sustainable period of high performance. He holds his players accountable – a key engagement driver- as evidenced by last season’s decision to trade his disgruntled star wide. According to December 2010’s Economic Intelligence Unit, 84% of C-Suite survey respondents reported that that “disengaged employees” is one of the biggest threats to their business. For those who don’t embrace social media as a branding opportunity, beware that former employees and customers, not to mention applicants and other key stakeholders might be. Sites such as Glassdoor.com are increasingly becoming popular with departing employees who feel their companies did not treat them fairly. Malcolm Gladwell highlights in his best selling book The Tipping Point, the importance of “connectors” – employees and the like who know how to get things done, know your organizations’ key players, and are the people most connected with other people. In the world of social media, connectors are your brand ambassadors. Growth. The old business adage, “Grow or Die” is at the core of creativeship. In this era of globalization and technological advances, companies need to understand that they will perish if they don’t evolve, grow, expand, and morph. For every one Levi Straus (producing the same product the same way for 100 years), there are 100 companies who become extinct because they don’t grow or evolve. Companies who are local need to think regional; companies who are regional need to think national; companies who are national need to think global. As Thomas Friedman points out in The World is Flat, technology is creating a level playing field regardless of where you produce your product or perform your service. At the employee level, creativeship is about creating cultures of personal growth and development. Recent studies show that Gen Y’ers are 3X more motivated by career development opportunities than financial rewards. Innovation. Creating cultures of innovation fosters both engagement and sustainability. Companies fail when they cease evolving their product or service, or internal processes. Why did Ken Olsen and DEC continue to produce minicomputers while startups were building personal computers? How was it that Jeff Taylor, founder of Monster.com, was able to launch Monster.com and not the New York Times or the Boston Globe, who employed thousands of talented employees? Creating cultures of innovation and sustainability requires investing today’s cash to discover tomorrow’s new technologies, products, services, geographies, and approaches. Publisher: Frank A. Stasiowski, FAIA Managing Editor: David Whitemyer, AIA Graphic Design: Marc Boggs Published by: PSMJ Resources, Inc. 12 Coming Next Month: Headquarters/Boston, Massachusetts: 10 Midland Avenue • Newton, MA 02458 Tel: 617-965-0055 • Fax: 617-965-5152 Email: [email protected] Web: www.psmj.com FEBRUARY 2012 Professional Services Management Journal Bob Kelleher is a noted speaker, consultant, and author of Louder Than Words, 10 Practical Employee Engagement Steps That Drive Results. Additionally, Bob is the founder and CEO of The Employee Engagement Group, a global consulting firm that works with leadership teams to implement best-inclass leadership and employee engagement programs. He can be reached at 781.239.8713 or via email at rkelleher@ employeeengagment.com. • VOLUME 39 Managing Your Staff: Hiring, Firing, and Inspiring. • NUMBER 2
© Copyright 2024