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We help investors to grow and defend business value by:
developing investor-ready proposals together with a range of partners such as valuable online conversations in the context of emerging digital products and voice-of-the-customer technologies and developing digital curriculum for niche markets in education;
managing digital businesses through the start-up phase; and
examining existing businesses on behalf of investors using digital analytics to understand how we can grow and defend value in the areas of people, customers, operations and accounting
[dt_list style=”1″ dividers=”false”][dt_list_item image=””]Focus on building a practice around Business Metrics for Data-Driven Companies.[/dt_list_item][dt_list_item image=””]Apply best practices for using data analytics to make any company more competitive and more profitable.[/dt_list_item][dt_list_item image=””]Recognize and report the most critical business metrics.[/dt_list_item][dt_list_item image=””]Engage with other specialists to turn plans into actionable insights.[/dt_list_item][dt_list_item image=””]Use web presence content audits as a vital part of the business management process.[/dt_list_item][/dt_list]
Jeremy Noble, Principal Consultant
I am a business value leader with private investment interests. My remit is to partner with those challenged by growth or change to achieve very substantial improvements in underlying value over time. My approach is patient and people-driven, encompassing both traditional measures of intrinsic value and deeper considerations that cannot be so easily measured. I tend to specialise in SME and family business enterprises of varying size. I’m currently domiciled in Melbourne with interests in London. One passion is to articulate a range of services online.
An example of my leadership is my management of CAZ Software, a family company at a turning point. There are 9,500 schools in Australia and CAZ provided schools management software to a market-leading 3,500 schools. The company had aging software but with high functionality, a large user base and high levels of recurring licence and service revenue. Sub-optimal profitability and insufficient capital investment were key issues. The result a poor independent valuation of the business. By re-organising teams, reducing costs, increasing the yield from existing clients, developing a clever internet front-end for the legacy product and enlarging the footprint of the company overseas we increased revenue, margins and profit.
An example of one of my current assignments is building a digital value business strategy for a start-up which creates interactive story apps for young audiences. The writer & own of business is determining ways of distributing creative products and expanding into the education market.
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