Tangram Strategies is an independent team of action oriented, outcome focused, problem solvers with deep experience in the major issues facing business financing, deal structuring, information technology and risk management; an agile team of senior executives who bring exceptional business, crown agency and governmental expertise to solve the most difficult problems, recover and finance critical projects and address the defining challenges of today in a wide array of high tech, industrial, commercial and communication sectors. Visit our blog

  • Business strategy formulation

     

     Every corporation/institution has a unique and complex culture that guides how they organize their operations, manage their resources and execute transformational changes. The complexity increases with size and in particular when major corporations contract with large government and/or non-profit entities to achieve a collective goal. Tangram1’s strategic strength is at this interface. No project is too large or too complex. In an environment of shifting and competing priorities, we are exceptionally quick to adapt and to understand complex dynamics.

    Successfully building a winning business strategy that involves disparate and sometimes difficult stakeholders is a critical challenge. This challenge is compounded when it involves governments, crown agencies and not for profit organizations. We are drawn to the biggest and most complex problems.

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  • Troubled project turnaround

     

     Project design is a complex undertaking with no long term guarantees. Many corporations design projects for the public sector that do not live up to the client’s expectations and create more disruption than value. There are many reasons why the success rate of such well-intended projects is still so low. Driven by the demands to deliver on tight time frames, organizations are often compelled to design projects that proceed to the implementation phase with very limited analytical work. The analytics that do take place are often based on incomplete or very high-level data sets. The design of most projects does not go far enough in addressing real organizational or structural issues. In many cases, these important project components are left up to middle management to design and implement. As a result, there’s too little corporate sponsorship, oversight, or involvement from senior executives in the implementation process. Driven by political agendas, businesses often embark on massive projects in search of benefits they can’t achieve with the given design and implementation schedule-or even at all.

    At Tangram1, we view complex projects in distress as opportunities to deepen client relationships and create business success. We excel at quickly building trust, reinstating a sense of common purpose, regaining momentum, and re-establishing a plan with clearly delineated lines of accountability and success metrics. The ability to inspire teams to design and implement realistic solutions in newly invigorated environments is the key to our success.

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  • Finance and deal structuring

     

     The need to raise capital is a pressing issue for many small and mediums size companies; it is often challenging. Putting investors and owner/founders together to make a deal for startups and emerging companies is more art than science. In the first instance valuations are challenging and investors are wary of the value and costs of a due diligence process. At the same time many start ups or early stage companies will not achieve stratospheric growth. However they are very good businesses, that with creative out of the box financial structuring, can be very attractive to all parties to the deal. If you are raising start-up capital, second or third stage refinancing or restructuring, exploring different modalities of financing; if your are selling your business; if you need working capital to finance inventory or to accelerate rapid growth, Tangram can help you structure the deal, assist you in presentation to the market, and guide you in negotiating and closing. Below is a template of an approach we may use.

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  • Contract negotiation completion

     

     Asymmetry of objectives in contract negotiations between government agencies and big business are common. It is extremely difficult to align interests, create mutually beneficial options and develop common objective criteria for success. The negotiating process is burdened by disparate time constraints, distinctive structures of responsibilities and related risks and liabilities. Both parties often believe the other party has negotiated a better deal. In this environment of non-aligned negotiating incentives, Tangram1 thrives. We have significant negotiating experience; we quickly build trust and have exceptional powers of persuasion coupled with discipline and supported by strong intuition and an ability to walk many miles in all parties’ shoes. If an agreement can be found, we will find one that is truly a “win-win” for all involved.

    It takes skill to succeed in negotiating large, complex and strategic transactions, especially when they may involve governments, crown agencies and not for profit organizations, where innovative models and approaches are required. We have significant experience at quickly building trust and the powers of persuasion and discipline (supported by some strong intuition) needed to close successful business arrangements. We have successfully negotiated in both the private and public sector environments and have an established ability to combine those experiences to the benefit of our clients.

    focus-arrow

  • Post merger and acquisition guidance

     

     Following a merger/acquisition, management is often under strict time pressure to define strategic integration priorities and quickly identify potential synergies. Merger and acquisition transactions frequently under- perform, or never get fully integrated. At Tangram1 we have the ability to build trust, set direction and create a sense of purpose in execution for the new entity. Pivotal to all M&As is the attention that must be paid to understanding the cultural differences and the extent to which these differences increase business risks in the newly created organization. The retention of key talent during and beyond the integration process as well as the imperatives of keeping employees focused on business and customers are among the disparate activities that must be successfully addressed in this period of rapid transformation. Tangram1 adapts its approach to each particular type of merger and to the most important sources of potential value. Our approach is open and collaborative; we always bring our best teams to the table. Our teams work closely with the client at all levels to embed change throughout the entire organization and deliver maximum value in the shortest of time frames. Combined with our experience in building the culture and management of change, we create the opportunity for success with struggling, failing or stalled business integration processes.

    focus-arrow

  • Stakeholder consultation

     

     Public consultation with stakeholders sounds simple, but it is rarely so. There may be a number of reasons to strategically consult: to gather views and preferences from individuals; to canvas communities for possible unintended consequences and/or to collect perspectives on project implementation approaches. Increasing the level of collaboration and transparency is the objective in all cases.

    Engagement with stakeholders can begin early in the policy development stage when the process can genuinely entertain new ideas. Timeframes for these consultation processes need to be realistic so as to allow stakeholders sufficient time to provide a considered input. At the same time, who participates and how much time they are afforded, must be balanced against their capacity to respond.

    In the planning and execution of a major project, the purpose of the consultation process needs to be clearly stated; unrealistic expectations must be avoided. Depending on where in the project cycle, the consultation process is undertaken, there will be dramatically varying degrees of what is being considered and what is open to change.

    The consultation process needs to capture the full range of potentially impacted stakeholders; the key is thoughtful presentations in easily understandable formats, using plain language that clearly identifies the key issues. Consideration should also be given to the form of consultation– for example, email or web- based forums, public meetings, working groups, focus groups, and surveys. Reliance on the standard format of written or oral presentations may limit essential stakeholder engagement. At the same time it is important to find consultation processes that do not cause disproportionate costs to the stakeholders concerned.

    Remember: stakeholders must trust the process or else it will be a wasted exercise. The Tangram1 team has developed unique procedures for executing cost effective and trusted consultative approaches that can gain enthusiastic community endorsements.

    focus-arrow


Troubled
project
turnaround

Project design is a complex undertaking with no long term guarantees. Many corporations design projects for the public sector that do not live up to the client’s expectations and create more disruption than value. There are many reasons why the success rate of such well-intended projects is still so low. Driven by the demands to deliver on tight time frames, organizations are often compelled to design projects that proceed to the implementation phase with very limited analytical work. The analytics that do take place are often based on incomplete or very high-level data sets. The design of most projects does not go far enough in addressing real organizational or structural issues. In many cases, these important project components are left up to middle management to design and implement. As a result, there’s too little corporate sponsorship, oversight, or involvement from senior executives in the implementation process. Driven by political agendas, businesses often embark on massive projects in search of benefits they can’t achieve with the given design and implementation schedule-or even at all.

At Tangram1, we view complex projects in distress as opportunities to deepen client relationships and create business success. We excel at quickly building trust, reinstating a sense of common purpose, regaining momentum, and re-establishing a plan with clearly delineated lines of accountability and success metrics. The ability to inspire teams to design and implement realistic solutions in newly invigorated environments is the key to our success.


Finance
and deal
structuring

The need to raise capital is a pressing issue for many small and mediums size companies; it is often challenging. Putting investors and owner/founders together to make a deal for startups and emerging companies is more art than science. In the first instance valuations are challenging and investors are wary of the value and costs of a due diligence process. At the same time many start ups or early stage companies will not achieve stratospheric growth. However they are very good businesses, that with creative out of the box financial structuring, can be very attractive to all parties to the deal. If you are raising start-up capital, second or third stage refinancing or restructuring, exploring different modalities of financing; if your are selling your business; if you need working capital to finance inventory or to accelerate rapid growth, Tangram can help you structure the deal, assist you in presentation to the market, and guide you in negotiating and closing. Below is a template of an approach we may use.


strategy diagram


Post merger
& acquisition
guidance

Following a merger/acquisition, management is often under strict time pressure to define strategic integration priorities and quickly identify potential synergies. Merger and acquisition transactions frequently under- perform, or never get fully integrated. At Tangram1 we have the ability to build trust, set direction and create a sense of purpose in execution for the new entity. Pivotal to all M&As is the attention that must be paid to understanding the cultural differences and the extent to which these differences increase business risks in the newly created organization. The retention of key talent during and beyond the integration process as well as the imperatives of keeping employees focused on business and customers are among the disparate activities that must be successfully addressed in this period of rapid transformation. Tangram1 adapts its approach to each particular type of merger and to the most important sources of potential value. Our approach is open and collaborative; we always bring our best teams to the table. Our teams work closely with the client at all levels to embed change throughout the entire organization and deliver maximum value in the shortest of time frames. Combined with our experience in building the culture and management of change, we create the opportunity for success with struggling, failing or stalled business integration processes.


Business
strategy
formulation

Every corporation/institution has a unique and complex culture that guides how they organize their operations, manage their resources and execute transformational changes. The complexity increases with size and in particular when major corporations contract with large government and/or non-profit entities to achieve a collective goal. Tangram1’s strategic strength is at this interface. No project is too large or too complex. In an environment of shifting and competing priorities, we are exceptionally quick to adapt and to understand complex dynamics.

Successfully building a winning business strategy that involves disparate and sometimes difficult stakeholders is a critical challenge. This challenge is compounded when it involves governments, crown agencies and not for profit organizations. We are drawn to the biggest and most complex problems.


Contract
negotiation
completion

Asymmetry of objectives in contract negotiations between government agencies and big business are common. It is extremely difficult to align interests, create mutually beneficial options and develop common objective criteria for success. The negotiating process is burdened by disparate time constraints, distinctive structures of responsibilities and related risks and liabilities. Both parties often believe the other party has negotiated a better deal. In this environment of non-aligned negotiating incentives, Tangram1 thrives. We have significant negotiating experience; we quickly build trust and have exceptional powers of persuasion coupled with discipline and supported by strong intuition and an ability to walk many miles in all parties’ shoes. If an agreement can be found, we will find one that is truly a “win-win” for all involved.

It takes skill to succeed in negotiating large, complex and strategic transactions, especially when they may involve governments, crown agencies and not for profit organizations, where innovative models and approaches are required. We have significant experience at quickly building trust and the powers of persuasion and discipline (supported by some strong intuition) needed to close successful business arrangements. We have successfully negotiated in both the private and public sector environments and have an established ability to combine those experiences to the benefit of our clients.


Stakeholder
consultation

Public consultation with stakeholders sounds simple, but it is rarely so. There may be a number of reasons to strategically consult: to gather views and preferences from individuals; to canvas communities for possible unintended consequences and/or to collect perspectives on project implementation approaches. Increasing the level of collaboration and transparency is the objective in all cases.

Engagement with stakeholders can begin early in the policy development stage when the process can genuinely entertain new ideas. Timeframes for these consultation processes need to be realistic so as to allow stakeholders sufficient time to provide a considered input. At the same time, who participates and how much time they are afforded, must be balanced against their capacity to respond.

In the planning and execution of a major project, the purpose of the consultation process needs to be clearly stated; unrealistic expectations must be avoided. Depending on where in the project cycle, the consultation process is undertaken, there will be dramatically varying degrees of what is being considered and what is open to change.

The consultation process needs to capture the full range of potentially impacted stakeholders; the key is thoughtful presentations in easily understandable formats, using plain language that clearly identifies the key issues. Consideration should also be given to the form of consultation– for example, email or web- based forums, public meetings, working groups, focus groups, and surveys. Reliance on the standard format of written or oral presentations may limit essential stakeholder engagement. At the same time it is important to find consultation processes that do not cause disproportionate costs to the stakeholders concerned.

Remember: stakeholders must trust the process or else it will be a wasted exercise. The Tangram1 team has developed unique procedures for executing cost effective and trusted consultative approaches that can gain enthusiastic community endorsements.






tangram-phoenix-01
  • Graham Whitmarsh

    Principal

     

     Former Deputy Minister of Finance and Health, responsible for an annual budget of $16bn delivering health services to 4.6m British Columbians. Graham has an exceptional breadth of experience at the CEO level in both the public and private sectors. In finance , capital deal structures, health care, aviation and technology he has repeatedly demonstrated his ability to quickly and decisively analyze issues finding creative solutions where none seemed apparent.


  • Lloyd Baron

    Principal

     

     Innovator and out of the box thinker. He was formally CEO of a successful software company, founder of a multi-disciplinary consulting group and sat on both sides of the table in multiple corporate investment deals. With executive experience in over 40 countries, he has left a broad foot print. Among the many innovative companies formed was CAMSI connecting BC medical excellence with world markets. Lloyd is a Ph.D economist who continues to analyze macro economic conditions, market investment strategies as well as trends in cutting edge technologies and related emergent business opportunities.

Graham Whitmarsh

 

Tel: (250) 216-4381
Email: gwhitmarsh@tangram1.com

 

Lloyd Baron

 

Tel: (604) 488-9706
Email: lbaron@tangram1.com