CASE STUDIES

OUR CASE STUDIES

ODB's experts boast in-depth knowledge in every aspect of accountancy and taxation, with experience in a vast range of sectors that allows them to provide you with the right service.

Olivier de Bonhomme

Olivier de Bonhomme

  • The partner in one of ODB's customer companies wanted to transfer their business.
  • The company was profitable and the technology sector was booming, but the company's medium size and organisation made the transfer difficult.
  • After in-depth review of the company, including its owner's personal motivation for the transfer, and having tested the market, we focused on looking for a company that could benefit from its strengths while offering complementary business activities and the right level of management.
  • The new group found itself better positioned in the market, and also able to develop through future acquisitions.
  • A successful transfer requires professional business support that can not only identify the appropriate consideration, but also understand and analyse market needs.
Olivier Bottequin

Olivier Bottequin

  • A group operating in the industrial and services sector, employing 40 people, that was founded 30 years ago.
  • The CEO had turned 60 and was looking for a buyer who could ensure his employees' future but also breathe new life into the company, its products and its services. This was a very technical and complex account in terms of production, the market and the company's high value (including buildings).
  • Our aim: to find the perfect buyer.
  • We leverage our network in order to find the right buyer with the financial means and skills needed to take over such a business. We defended our client's interests during the acquisition audit in order to ensure that he would get the best price.
  • The former owner was delighted that he received a fair price for his shares and that we ensured the future of his employees and his group.
Georges Yana

Georges Yana

  • A business that had existed for more than 60 years in the construction services industry, employing more than 40 people at various premises.
  • For two years the company had been suffering from cash flow problems. Its bank did not want to offer any new lines of credit. The company asked us to help them submit a credit application to another bank.
  • Listening to the history and development of the company, as well as analysing the data available, showed us that new activities had been added to the company's bread-and-butter work.
  • As a result, the contributions of two of the sectors were negative and heavily impacting profits, while the set-up that had been introduced to develop the business had room for improvement on a commercial level and in terms of productivity.
  • Based on these findings, and before submitting any applications to the bank, we helped the company to rework its structure on a commercial and logistical level. A concrete action plan was developed, and new, well-documented financial forecasts were developed.
  • We thus introduced a new approach based on a roadmap that was accepted by all parties.
  • This allowed the company to borrow funds from a new bank. The results were better than expected.

Une vue extérieure d’un professionnel de l’entreprise accompagnant le management permet d’identifier des actions appropriées, de les documenter et de crédibiliser une démarche auprès des partenaires financiers.

Frédéric Callens

Frédéric Callens

  • Proper support allows businesses to achieve an even better result.
  • One of our clients was suffering from cash flow problems. Its bank was reluctant to increase its lines of credit.
  • By analysing the contribution of each of the company's product lines, we identified the right approach to take. We worked in conjunction with the commercial team, general management and the finance department to draw up an action plan that involved reorganising the company so that it could better serve its clients and increase productivity.
  • The credit application was submitted to a different bank that appreciated the plan, took on the existing debts and granted additional lines of credit to support the business.
  • Properly understanding the company, its strengths and its weaknesses, as well as restructuring the accounting and reporting systems, allow the business to make the right decisions.
  • The implementation of management audits meant that the plan could be introduced and monitored.
  • The cash flow issues were resolved in barely 6 months, resulting at the same time in a reduction in operating costs and an increase in turnover due to the restructuring of the commercial team, which could now focus on the company's most successful product line.

 

Olivier Bottequin

Olivier Bottequin

  • A company reached the limit of its commercial development and suffered a decrease in cash flow.
  • The management asked us to help with an open offer of its share capital to a company that would complement it in terms of products and commercial drive.
  • We analysed the company's business, and identified areas that could be strengthened. A company that could complement its activities was identified.
  • Several meetings were arranged between the directors in order to come up with a business plan for the new group, and to decide on how to structure it.
  • A governance system was set up that defined the responsibilities of each shareholder and ensured that the company run smoothly and with its best interests at heart.
  • The new company was back on track and growing thanks to its new positioning and commercial drive.