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Dubai - United Arab Emirates Strategy, M&A
15 years experience
  • Strategic Negotiations
  • Financial Modeling
  • Business Strategy
  • M&A
  • +16
Hire Cem
São Paulo, State of São Paulo, Brazil Strategy, M&A
16 years experience
  • Strategic Negotiations
  • Financial Modeling
  • Business Strategy
  • M&A
  • +38
Hire Arthur
Brisbane QLD, Australia M&A, Private Equity
15 years experience
  • Strategic Negotiations
  • M&A
  • Due Diligence
  • Negotiation
  • +12
Hire Paul
Gurugram, Haryana, India Strategy
4 years experience
  • Strategic Negotiations
  • Financial Modeling
  • Business Strategy
  • M&A
  • +17
Hire Shankar
Ho Chi Minh, Ho Chi Minh City, Vietnam Strategy, M&A
4 years experience
  • Strategic Negotiations
  • Financial Modeling
  • Business Strategy
  • M&A
  • +8
Hire Ly
İstanbul, Turkey M&A, Investment Management
15 years experience
  • Strategic Negotiations
  • Financial Modeling
  • M&A
  • Corporate Finance
  • +3
Hire Can
Erding, Germany Strategy, M&A
10 years experience
  • Strategic Negotiations
  • Financial Modeling
  • Business Strategy
  • M&A
  • +7
Hire Balazs
Stavanger, Norway Strategy, Venture Capital
4 years experience
  • Strategic Negotiations
  • Financial Modeling
  • Business Strategy
  • M&A
  • +8
Hire Vedaansh

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Frequently asked questions

What clients usually engage your Strategic Negotiations Consultants?

We work with clients from all over the world. Our clients range from enterprise and corporate clients to companies that are backed by Private Equity or Venture Capital funds. Furthermore, we work directly with Family Offices, Private Equity firms, and Asset Managers. Most of our enterprise clients have dedicated Corporate Development, M&A, and Strategy divisions which are utilizing our pool of Strategic Negotiations talent to add on-demand and flexible resources, expertise, or staff to their in-house team.

How is Fintalent different?

Fintalent is not a staffing agency. We are a community of best-in-class Strategic Negotiations professionals, highly specialized within their domains. We have streamlined the process of engaging the best Strategic Negotiations talent and are able to provide clients with Strategic Negotiations professionals within 48 hours of first engaging them. We believe that our platform provides more value for Corporates, Ventures, Private Equity and Venture Capital firms, and Family Offices.

Our Hiring Process – What do ‘Community-Approach’ and ‘Invite-to-Apply’ mean?

‘Invite-to-Apply’ is the process by which we shortlist candidates for the majority of projects on our platform. Often, due to the confidential nature of our clients’ projects, we do not release projects to our whole platform but using the matching technology and expertise of our internal team we select candidates who are the best fit for our clients’ needs. This approach also ensures engagement with our community of professionals on the Fintalent platform, and is a benefit both to our clients and independent professionals, as our freelancers have direct access to the roles best suited to their skills and are more likely to take an interest in a project if they have been sought out directly. In addition, if a member of our community is unavailable for a project but knows someone whose skill set perfectly fits the brief, they are able to invite them to apply for the role, utilizing the personal networks of each talent on our platform.

Which skills and expertise do your Fintalents have?

The Fintalents are hand-picked and vetted Strategic Negotiations professionals, speak over 55 languages, and have professional experience in all geographical markets. Our Strategic Negotiations consultants’ experience ranges from 3+ years as analysts at top investment banks and Strategy consultancies, to later career C-level executives. The average working experience is 6.9 years and 80% of all Fintalents range from 3-12 years into their careers.

Our Strategic Negotiations consultants have experience in leading firms as well as interfacing with clients and wider corporate structures and management. What makes our Strategic Negotiations talent pool stand out is the fact that they have technical backgrounds in over 2,900 industries.

How does the screening and onboarding of your Strategic Negotiations talent work?

Fintalent.io is an invite-only platform and we believe in the power of referrals and a closed-loop community. Members of our community are able to invite a small number of professionals onto the platform. In addition, our team actively scouts for the best talent who have experience in investment banking or have worked at a global top management consultancy. All of our community-referred talent and scouted talent are subject to a rigorous screening process. As such, over the last 18 months totaling more than 750 hours of onboarding calls, of which only 40% have received an invite-link after the call.

What happens if I am not satisfied with my Strategic Negotiations consultant’s work?

During your initial engagement with a member of our Fintalent talent pool with no risk. If you are not satisfied with the quality of your hire for any reason then we are able to find a replacement at short notice. There is no minimum commitment per project, but generally projects last at least 5 days and can last 12+ months.

We are a community-based M&A staffing platform.

With our platform, you can fill full-time M&A roles, or staff your team with a Strategic Negotiations expert when you need an extra hand.

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Everything you need to know about Strategic Negotiations

Strategic partnerships in business are an important and necessary element to take into account for your business. Partnerships can come in many different shapes and sizes, but the two main types are joint ventures and alliances.

A joint venture is a type of investment or partnership where you share resources with another company to pursue a goal, such as opening a new location. Joint ventures allow you to invest less capital than starting up on your own does, so they’re an efficient way of entering into another market without having to spend all that time and money on research and development for that market.

An alliance is like a contract between two companies that work together with mutual benefit, such as saving costs by combining resources or selling products jointly. There are several different types of alliances, and the main differences between them are:

i) Whether they can be terminated, who can terminate it and for what reasons.

ii) Who is responsible for the products and products and services.

iii) The amount of responsibilities or differences of interest each party will feel.

What the agreement of the alliance does not say about one of these points, but written agreements can clarify if you need to specify this point. For example, if you agree that the company that exists before buys products produced by both companies, then you should specify that in writing.

Benefits of Strategic Alliances

Strategic alliances provide benefits such as:

i) Information, knowledge and experience.

ii) Provision of goods or services at a price or quality higher than its own.

iii) The use of resources more efficiently due to joint research and development efforts.

iv) A reduction in risks through shared responsibilities, resources, infrastructure and costs. This can be particularly useful for start-up companies with limited resources. The risk is reduced because they are less likely to fail alone, but it is increased because they are responsible for the alliance together. That means that they are responsible for what goes wrong if they fail to live up to their responsibilities, since it is their reputation on the line.

v) Sharing of knowledge and customer information.

vi) Improving public relations through cross-marketing efforts.

vii) An improvement of supply networks for large companies. This improves efficiency, especially when dealing with problems like spoilage or transportation delays.

viii) Increased revenue by charging higher prices due to economies of scale. In this case, the two companies join their abilities to produce a larger output than each company could achieve on their own. They can then sell this output at a higher price because of the higher production costs from working together as opposed to working alone.

Key Elements of Strategic Negotiations

The most important considerations when carrying out strategic negotiations are to define clearly what exactly is agreed by agreement or consent. This step is an important step for consideration, but also important because it can result in penalties when there is no agreement. Those who agree to enter into an alliance might be loath to break the arrangement if this results in them losing out on some of the benefits they expected. That is why it’s important that you have a clear understanding of what each party gives up so that you know exactly what’s at stake. Contractual agreements are instrumental in determining legal obligations of one partner, so it must be made clear here who has what liability. Also included would be any restrictions, time limits or termination clauses that might affect the agreement. An example of a termination clause would be a change in one company that affects the other, such as a merger or acquisition, the adoption of a policy contrary to the goals of the partnership, which happens to be detrimental to one partner or if one partner undergoes significant financial difficulties.

It is always best to include contingencies in writing for such cases. The most common provisions are:
i) The possibility of terminating an agreement with cause or without cause under certain circumstances.
ii) The standard of proof required to show that the cause for termination actually exists.
iii) The payment of compensation if an agreement is terminated and this is stipulated in the agreement.

The amount and type of compensation, if it is known. Whether different types of compensation are available, such as liquidating damages or other forms such as consequential damages for lost profits or the acquisition of supplies that has gone to waste as a result. The two most common types of liquidating damages are: Liquidated damage equal to what would be considered reasonable for a fair market arbitration contract. Liquidated damage based on market prices at the time negotiations begin and at the time they end, but only if it has been specifically included in this regard.

If the amount of liquidating damages is not known, then it is likely that any agreement to liquidate damages will be set out as a result. This means that the full amount payable is owed by both parties and this is administered by a court. The agreement must clearly include: The date on which they will commence and what provision of the law it will be based on. The estimated date on which the liquidated damages would be paid. When this is known, whether it can be reduced due to other agreements such as bankruptcy regulations or insolvency regulations.

The procedure and timing of payment, including the means to enforce legal force.
The procedure and timing of any lesser or greater amount payable.
The time limit for payment. For example, if the agreement is to be performed within a certain period (most commonly 30 days), then the obligation to pay liquidated damages arises immediately after this date. If it is not known exactly when payment should be made, then this should be stipulated in the agreement.

The definition of insolvency that will apply in such cases and what rights and obligations apply (if any) under insolvency regulations.
The definition of bankruptcy and what shall determine these conditions (if applicable). The rules that apply in such cases and the associated obligations of each party.

The definitions of key terms such as:
Whether the agreement should remain in force if one of the parties changes its form or because it is acquired by another company. The definition of these other companies and under what conditions they should be considered to be included.

Any other provisions than those mentioned above should also be included, such as:
Agreement about who will pay for hiring lawyers and experts, if necessary. If so, may be because there is a dispute over an agreement provision or if it arises from a disagreement over the interpretation of the agreement provisions themselves.

A comparison of the alternatives available before choosing a contractual agreement. Every possible case is considered, including what legal issues they represent and whether the law allows for such provisions to be included in agreements. In order to give you an idea of what is most appropriate, you should consider:
The existing legal arrangement that one partner is already bound by under their current contracts or any other type of agreement with their suppliers. The possibility that there may already be a similar provision (depending on the agreement or contract) in an agreement with another company that has already existed before.

Getting Expert Help for Strategic Negotiations

Before embarking on important strategic negotiations for your business, it is appropriate to consult with lawyers and financial experts given the broad implication of any business agreement entered into on your business. While a lot of the legal jargons are best examined by a legal practitioner, financial as aspects of these negotiations are best analysed by a financial analyst and Valuation Expert to ensure your business is entering a favorable agreement. Fintalent offers a platform to hire some of the best freelance strategic negotiation consultants that can examine the various aspects of your negotiation and ensure only the most favourable agreements are entered.

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Seyfi Melik Salmi
Senior Director Corporate Development & Strategy at SAP

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Piotr Sliwa
Head of M&A | Europe, EPAM Systems