Business advisory

Business advisory for IT companies starts with a detailed analysis of the company’s situation, covering financial, operational, staffing and market aspects. On this basis we identify the key challenges and growth opportunities. Then, together with you, we define business goals and develop a strategy for achieving them.

The strategy is translated into a specific action plan with clearly defined steps, a schedule and the people responsible. While the plan is being implemented we provide ongoing support, monitor progress and make adjustments where needed.

The whole process is tailored to the IT sector, taking into account the pace of technological change, business models typical for the sector and global trends.

Business advisory can support your technology company’s international expansion on many levels. First, we help you analyse and choose the best target markets, considering their potential, saturation, competition and barriers to entry. Second, we advise on the market entry model (export, local partnership, your own branch or acquisition of a local company). Third, we support you in adapting your product or service to local requirements and preferences.

We also help you develop a marketing strategy suited to the local culture, identify local business partners and prepare the right organisational, legal and tax structure. Drawing on our experience with the international expansion of IT companies, we help you avoid typical pitfalls and enter new markets more smoothly.

The right sources of funding for technology companies depend on their stage of growth. For early-stage start-ups (pre-seed, seed) the best options are usually own funds, business angels, accelerators and grants (for example from PARP, the Polish Agency for Enterprise Development, or NCBR, the National Centre for Research and Development). Companies in the growth phase (Series A/B) can use venture capital, strategic investors or mezzanine financing. Mature technology companies have access to private equity, bank financing, bond issues or even a stock exchange listing.

For companies developing innovative products, EU grants and R&D programmes are also an important source. Our role is to choose the best funding mix, one that provides the necessary funds while keeping control of the company and an acceptable level of risk.

Optimising business processes in an IT company should start with mapping and analysing current processes and identifying bottlenecks and areas of excessive cost or wasted time. Key areas for optimisation include: development processes (effective project management methods, test automation, CI/CD), sales processes (optimising the sales funnel, automating follow-ups, CRM), financial processes (automating invoicing and reporting) and HR processes (effective recruitment and onboarding).

We also recommend setting appropriate KPIs for each process and reviewing efficiency regularly. Based on our analysis we help you identify the best tools and methods (Scrum, Kanban, Lean) and support you in managing change while the improvements are introduced.

Valuing a technology company is complex because of the specifics of the sector, so we use several complementary methods. The DCF (discounted cash flow) method is based on forecast cash flows discounted at an appropriate rate. The multiples method uses ratios such as EV/EBITDA, EV/Sales or P/E from comparable listed companies or M&A transactions. For start-ups and early-stage companies we use methods specific to the venture capital market, such as comparing customer acquisition cost (CAC) with customer lifetime value (LTV).

We also take into account the value of intangible assets (intellectual property, software, data). In the valuation process we analyse not only current financial results, but also growth potential, how innovative the technology is, barriers to entry for competitors and the quality of the team.

Preparing a technology company for an investor or a sale covers several key areas. First, legal and ownership matters need to be put in order (ownership of IP, agreements with key employees, consistent corporate documentation). Second, financial preparation, including transparent financial reporting in line with industry standards and optimisation of costs and the tax structure. Third, business preparation, meaning refining the business model, the growth strategy and the expansion plan.

It is also important to prepare professional information materials (teaser, information memorandum, pitch deck) and a due diligence data room. We also help you identify potential investors, prepare for negotiations and choose the best transaction structure. It is key to start this process well in advance (6-12 months before the planned transaction).