Mastering corporate strategy in a rapidly changing world

Business development strategy and corporate finance have never been more important – or under more pressure to anticipate an uncertain future. With constantly changing possibilities, how do you identify what matters most and ensure strategic decisions can be made and supported?

Senior management of all organisations face the twin imperatives of driving profits and doing good in an era when uncertainties (such as geopolitics, inflation, and climate transformation) and options (such as cheap capital and liquidity, risk assessment, technology, and data) are ever-increasing.

Business development strategy and execution is still vital to reach strategic goals, integrating roadmap elaboration, the gathering and mobilisation of key resources and teams, and partner and stakeholder mobilisation.

But organisations must also be able to pivot swiftly to create disruption in the marketplace, shape new business models, and fulfil future client priorities with innovative offerings and multiple distribution modes.

How can modern organisations balance all these possibilities and demands?

How Avertim can help you

We love the challenge of working with you on your most difficult strategy and finance questions. We identify the real issues, uncover what matters most and assess how you are organised to make decisions and carry them out.

We provide customised advice and support to clients in defining, assessing, and activating their strategy and finance activities:

  • Business strategy: market entry and expansion, business model definition, new product/service outline and roll-out, pricing models, benchmarking (products, organisation, profitability)
  • Business adaptation: regulatory assessment and remediation, client journey reengineering
  • Business assessment: business-line audit, top-line review, benchmarking with peers
  • Strategic sourcing: due diligence of strategic third party resources (fintechs, tools, partner, technology), target operating model definition.
  • Non-organic strategy: opportunity assessment and corporate due diligence.
  • Finance function excellence: scarce resource assessment and optimization (capital, liquidity), budget elaboration and follow-up, C-level dashboard elaboration.
  • Post-Merger integration: synergies’ deep-dive, PMI office design, steering governance, strategic clients handling, target process definition, communication plan.

Our approach to strategy and corporate finance

Business strategy and sourcing operates in a fast-paced world with many buyers, sellers and solutions. When there is lot of money to invest, it’s crucial to ensure you are sourcing the right business and capabilities for your company.

  • Bridge the gaps between long-term strategy and resources.
  • Activate the correct capabilities for traditional and disruptive business models.
  • Assess investment through a strategic lens.
  • Support a culture of performance and improvement.

Finance functions must take on a demanding new role without being overwhelmed. They are now strategic partners in helping organisations to stay ahead of the competition and fulfil their missions, staying on top of the number of decisions and volume of choices they are expected to make.

  • Determine where additional investment can better build corporate strategic capabilities.
  • Steer performance with a smart dashboard, enabling thorough ex-post evaluation and future-focused decision making.
  • Allocate scarce resources to the most promising projects and initiatives, and follow-up ROI.
  • Assess usual risks (supplier, client contracts) and new ones (ESG, reputational) and manage them with governance, process and audit.

Post-Merger Integration (PMI) often does not meet expectations given its inherent complexity, overestimation of the synergies, and underestimation of the integration’s pace. Common pitfalls are a lack of clear direction, PMO not in the driver seat, insufficient synergy definition, lack of thorough “Day One” planning, and human aspects not considered.

Avertim believe a skilful blending of client “in-house” resources with external support is critical. Integration success rates can be increased significantly when the right PMI approach is deployed:

  • Holistic definition of the integration strategy: value creation, interim and target organisation, people, culture
  • Building integration manager office in charge of steering integration speed and removing roadblocks
  • Synergies’ setting and follow-up: baselining, targets review, value creation implementation, tracking and reporting
  • Strengthening cultural core: culture audit, coaching, communication

Active Clients


Committed Consultants


Growth in 2022

Our director Alexandre Blondel will be happy to answer your questions

Alexandre Blondel

Reach out to him for any question you might have.