finance
monthly
Personal Finance. Money. Investing.
Contribute
Newsletter
Corporate

Most of Nitin’s career has been involved with business model changes around disruptive technologies and M&A work in the TMT sector for companies around Silicon Valley. He has developed M&A strategies, conducted commercial/operational/technical due diligence and has assisted with M&A integrations and separations for his clients. He specialises in creating value from emerging technologies and helping his clients prepare and adapt to the next big thing. A veteran with over 1,000 transactions, he specialises in revenue synergies and has also led dozens of cost-focused consolidation M&A deals. His recent work includes helping CEOs, boards, investors and business leaders transform their business models by leveraging disruptive trends and M&A to pivot into new business models, utilising technologies such as SaaS, SDN, blockchain, open source, AI, IoT, AR/VR, drones and voice-enabled devices.

“As a Silicon Valley insider for two decades, it is a fascinating challenge to utilise my business knowledge, network of experts, consulting skills and experience in M&A deals to solve problems at the cutting edge of new technologies”, says Nitin. “I have built an expansive network in Silicon Valley with TMT sector clients who look to me to help them through difficult business changes, serving as both a trusted adviser and personal advocate.”

 What are the current key business and technology trends within the TMT sector?

I believe that today we are experiencing the equivalent of tectonic shifts in business that are primarily technology-driven and are impacting the fundamental ways we do business – and these trends extend far beyond the technology sector. These shifts can conflict with each other, making business strategy more difficult to conceptualise and execute today than it was in the past. Some of these shifts are as follows:

Each of these shifts is a transformation that presents an opportunity to get ahead of the game.

There are few absolute rules in this new frontier – companies need a data-driven approach to navigate the complexity, uncertainty and ambiguity, which has become profound over the last few years and is not likely to abate.

Traditionally, technology has served to enable or enhance existing business models or to create entirely new ones. More recently, we find ourselves in a place where there is a developed technology, but the ecosystems and business models around it are taking longer to evolve. Take, for instance, blockchain – here we have a viable technology, but it will take a few years to build scalable business models around it and monetise it. CEOs and corporate think tanks must devise new ways of adapting in such a landscape.

I have built an expansive network in Silicon Valley with TMT sector clients who look to me to help them through difficult business changes, serving as both a trusted adviser and personal advocate.

How is FTI positioned to take advantage of these so-called shifts and disruptions in the market?

FTI is configured differently than traditional consulting firms because we have an expert-centric approach to creating value for our clients. Most of our practitioners have deep industry experience, having operated businesses as executives and in consulting for several years, which has created a lot of credibility with clients and other executives. We are also an industry- and sector-oriented firm and taking a profitability view of the business is a highly valued and impactful perspective for our clients. We not only understand the sector, trends and structural shifts, but can also translate those into meaningful operational and tactical outcomes. Our clients tend to hire us for our expertise and experience rather than to simply add leverage to their internal teams. Given the highly sector-focused approach, we tend to formulate points of view on what is coming next, to ensure our clients are well prepared to adapt.

You have quite an amazing M&A background as well. What are key current M&A trends and drivers in the sector?

There is a lot going on in the M&A world. The last two years have been record-breaking, with unprecedented deal activity across industries, geographies, private equity and corporates. While there is some rumbling that M&A is slowing, I think that the big drivers are intact. For one, the US dollar has appreciated significantly against some developing market currencies, and that creates an interesting value discount. The 2017 tax cuts will continue to put more money in the hands of corporates, which will likely fuel M&A activity. The wave around digital business models is not cresting, and companies will acquire or strengthen their capabilities in this space. Incumbents will continue to consolidate to survive and create scale.

All these trends have put pressure on internal M&A teams and external advisers to create more value and to do it quickly. M&A integration has gone through a lot of change, and many professionals have still not adapted to the structural integration aspects and approach it ‘function-by-function’, limiting their ability to create value. There are several industries and sectors where the M&A wave is just starting – the scaling of technologies such as blockchain and AR/VR will attract preemptive strikes from bigger players. Private equity firms continue to be aggressive and are developing some unique strategies for deploying capital and creating value. When you consider all of these trends, I don’t think that M&A activity in the sector will slow down appreciably anytime soon.

The last two years have been record-breaking, with unprecedented deal activity across industries, geographies, private equity and corporates.

How do you go about keeping up with all the trends in the market while continuing to build skills and reinvent yourself?

This is an important aspect that has become critical if you want to stay current, relevant and excel. Learning patterns, adapting and creating value for the entire ecosystem around you is vital when working within this field. Gone are the days when one could read a few books or attend a couple of training sessions to grasp a new subject. Our clients are very smart people and they have access to a vast collection of materials and resources.

The way I have adapted is by learning from my network. For example, I learned about autonomous driving by speaking with approximately 50 companies across the value chain. By the time I spoke with a couple of dozen players, I started seeing patterns and trends that they were not able to see individually, such as partnership opportunities, M&A opportunities, market needs and disruptive trends.

After you’ve networked, it’s about building insights and getting into more details through targeted discussions around specific areas of autonomous driving. Clients value market insights and trends from external sources as validating. I did something similar with blockchain and IoT previously. One can always dress up their credibility with technical credentials, but this is usually less effective than learning from the field and building insights and skills from it. People are also curious about what others are thinking and doing, hence forming a cohesive, defensible, fact-based point of view often goes a long way.

Gone are the days when one could read a few books or attend a couple of training sessions to grasp a new subject.

It is widely believed that you are one of the most connected C-Level Executives in the TMT sector. How have you built such an impressive network?

Great networks are always built over time. It is easy to make connections, but it’s a lot harder to maintain them. I like connecting with people in general and I like exchanging ideas and facilitating with them – be it making introductions, sharing insights, learning from them, advising them or being helpful otherwise. Not all meetings have to be about getting something out of them – be genuine, take interest, help if you can and I guarantee that will deepen your relationships with them. I always tell people that if your relationships are strictly an outcome of your business, then something is not right, but if your business comes to you as a byproduct of your relationships, then you are doing it right. Remember, it is about the quality and strength of your network – not the numbers. It takes a lot of commitment to genuinely foster and maintain a network as it gets bigger. Your network is like a living organism and it needs to be nurtured in order to strengthen and grow. There is not one magical formula for this; everyone has different styles, but it is important to know what works best for you. The crucial element is to put yourself out there in the field.

You have received multiple awards for pioneering new approaches in M&A – please tell us about them.

The most important outcome is to innovate and adapt – awards are only a byproduct of that but, of course, serve as a validation and recognition of your contributions. Some of my work that has been externally recognised is creating a new framework for delivering revenue synergies in M&A, a new approach to managing M&A from strategy through integration by utilising Wargames - a new and unique way to assess blockchain and understand how to unlock its business model value. Additionally, I am currently working on building a new approach to assess and integrate platforms, which requires a different approach from integrating products or processes. When it comes to platforms, the bulk of value created is outside the company and delivered through network effects. Stay tuned for more on this topic.

How does one go about generating new business in today’s world? Has the approach to sales changed?

I think the best way to sell nowadays is to be visible in the right places, share insights and experiences to create a ‘pull effect’. You can no longer just show up and talk about the services your firm offers and wait for the client to bite on something relevant. More specifically, today’s clients judge your expertise by how well you understand their business, trends and context apart from your technical or functional area.

Today’s clients judge your expertise by how well you understand their business, trends and context apart from your technical or functional area.

My field is highly relationship-driven – the deeper you know your topic, the more amplification you will get from the network or relationships in order to get referrals. We don’t live in an age of long attention spans. If you meet the CEO of a company in the elevator, speak about business issues relevant to him. If what you’re saying resonates, you’ll have plenty of opportunities later to talk about how great your firm is.

You also sit on boards of multiple companies – can you tell us about them? How do you choose the companies that you join?  

Foremost, I need to genuinely believe in what the company does and that I can really add value. I am always happy to help talented people with my ideas, skills or network. A great idea is unlikely to succeed without great management teams, and resonating with these people is a key consideration for investing time.

I’m also attracted to disruptive technologies that could have a big impact on the business world. Some of the companies that I am a board member of include Pronto, a partner orchestration and automation platform; SmartBeings, an AI based smart speaker focused on enterprises; and Crosby, a blockchain-based asset tracking technology which is unique and differentiated.

What is your advice to CEOs and how do you adapt to changes in today’s world?

What is your advice to the Management Consulting community on how they should adapt to the changing landscape?

The World Economic Forum recently launched its Global Platform for Geostrategic Collaboration to bring together leading policy research institutions (think tanks) to engage the global public on geostrategic challenges in a multipolar world.

The platform aims to fill the urgent need for leaders and experts to understand the world through the eyes of their counterparts in other regions and find better ways to strengthen cooperation.

Within this mission, the forum’s platform will bring together insurers, tech firms and governments together to find ways to tackle risks from new technology such as drones and driverless cars.

Mark Boulton, Insurance Sector Lead at Fujitsu UK & Ireland, had this to say:

“The impact that technology has on our life goes far beyond convenience and speed. With new capabilities come a whole new range of responsibilities, and it is time insurers rethink their approach towards new products, such as drones and driverless cars, and the risks they bring to the table. Assigning liability becomes more and more of a grey area as complex technologies emerge, blurring the lines between the decision-maker and the enabler.

“It is therefore paramount insurers understand these changes are transformational for the entire industry, and old rules cannot be applied to these emerging risks. The way we collect and share data, and the impact of IoT for instance has the potential to revolutionise the industry. It can also offer a great opportunity to scale up to those insurance providers who will seize the moment.

“This represents an important state of change. We will need to learn to co-exist with machines, and both the risk factor and future changes will have to accommodate this. Incorporating new technologies such as driverless cars will not happen overnight – a carefully thought out set of rules of integration needs to be in place. Of course, this will add risk and insurance complexity.

“Ultimately, new technologies represent a business change for the better; revolutionising not only the way in which an insurance organisation company works but the services they can provide to customers by embracing a future in a digital world.”

Drone U, an internet-based drone training company, will be holding its first ever Fly-In at its Albuquerque headquarters next month. The sold-out event will be an opportunity for drone pilots, enthusiasts and advocates to meet, network and compete in a series of professionally-designed "missions".

Hosting 75 pilots from around the United States, Drone U's Fly-In is the first event of its kind. Members of the ever-growing drone community will gather to take part in six separate drone competitions, each constructed to highlight key skills involved in drone flight. Prizes will be awarded.

While designed to test each pilot's flying ability, the competitions are intended to reflect the practical application of drones in real-world situations. Challenges will include race courses, vehicle tracking, and "rescue missions" based around the transportation of life preservers.

It is the goal of Drone U to promote the growth of the drone industry and its participants. The company, which trains pilots of all ages and skill-levels, specializes in helping drone hobbyists transition into the professional world. The membership-based platform provides online training and industry advice to its rapidly growing network of pilots.

Here's a map of the scheduled event.

Drone U's first drone olympics or Fly-In is Sold Out.

(Source: DroneU)

Everyone’s been saying for quite a while now that drones are going to take over, the technology will be used for flying cars and we’ll be delivering almost everything via drone, but is that really the case or are we too excited to see the obstacles ahead? William Sachiti, The Academy of Robotics explains to Finance Monthly that there is a more realistic perspective.

Drones are the future of home delivery! Or at least that is what I used to believe. They appear to be an efficient means of transporting items from one location to another. My mind ran wild, picturing a drone superhighway! I was keen to establish a dedicated airspace for drones to self-navigate, and to deliver packages to customers.

But… and there is a big but. Such a big one, I no longer believe drones are the future. The issue is not technical – it is social.

The Social challenges

The more I researched, I began to realise the safety defects of a cluttered airspace, peppered with flying machines, often controlled by amateur operators. Not to mention the cost of achieving this drone superhighway in the sky.

These issues have already been encountered by Amazon, which is currently leading the way with drone delivery. For example, the retail giant must house drones near to population centres in order to be more efficient than road-based delivery.

Now imagine your neighbour’s daily impulse-buys being delivered by a very loud drone, the novelty would fade fast. Imagine the sound of a washing machine spinner at full-belt during unpredictable hours of the day, waking up your kids and spooking your spaniel. Take it a step further and imagine living near a big retailer’s drone delivery centre. The noise and intrusion could be worse than living under the Heathrow flight path.

I had initially overlooked our roads – thinking of them as ‘the past’ and drones as ‘the future’ – but I no longer believe that to be the case. Ultimately, road-based delivery using driverless vehicles is far safer, quieter and more cost effective than the seemingly futuristic, yet comparably less-practical drone courier services.  It is easy to forget that we haven’t fully tapped the potential of our road networks – public, unmarked and residential. And autonomous vehicles present the opportunity to tap into and make better use of the infrastructure we already have.

So what form will deliveries of the future take?

Judging by early designs and models, autonomous delivery vehicles, will take diverse forms.

Italy’s Piaggio Fast Forward - a subsidiary of Vespa manufacturers, Piaggio - has invented a cylindrical luggage compartment capable of tailing its owner by a few metres, while holding up to 18km of cargo.  This clearly shows the value of wheels on the road.

Mole Solutions is ignoring both road and air for something completely different: below-ground freight capsules. Thrown into the delivery mix, such an invention could help to reduce road (and air) traffic congestion, as well as keeping out of sight.

Pelipod on the other hand, is seeking to cater specifically to businesses that need efficient, secure and direct delivery. Bypassing post offices, courier firms and depots, the firm is pioneering delivery pods that will travel straight to the destination. Integrated electronic systems will grant access to only authorised users, and provide proof of delivery.

And Kar-Go, the driverless delivery vehicle from my own Academy of Robotics, will autonomously navigate unmarked roads such as residential areas, and use an intelligent package management system to deliver packages to retail customers, day or night.

So, road vehicles will still be the primary force for delivering packages but they’ll come in all shapes and sizes.

Delivery beyond the physical

Looking beyond the first incarnations of autonomous vehicles and towards the far-future of delivery, I believe product delivery will be digital. Driverless vehicles, and smart devices in general, will benefit from 5G mobile technology. With so many devices feeding data into the Internet of Things (IoT), devices are able to communicate and act in unison.  Autonomous vehicles for instance, will be able to communicate with one another, and other road users.

Let’s put digital delivery into context. 25 years ago, the only way to send a document to someone was to have it physically delivered. With a little help from technology, the same document could, just a few years later, be sent via fax; scattered into bits of information, sent across the world and re-assembled in a matter of minutes.

As technology improved, sending a document moved from minutes, to seconds to an instant. So, if delivery of physical goods continues to incrementally improve over time, it’s not unrealistic to imagine that your latest smartphone could one day not be physically sent to you at all.

Instead, it could be purchased via a digital download and, through some 3D printer/fax machine-hybrid, be re-assembled in your living room. Of course, we can’t expect to see such an invention anytime soon. Technological advancements – despite accelerations in the digital age – are gradual.

And finally

With giants like Google, Tesla and Uber counted among the early adopters of self-driving cars, you can bet that the overwhelming majority of future vehicles, whether transporting people or packages, will be driverless.

When consumers are ordering compost from the garden centre, supermarket groceries or pretty much anything from the online superstores, you can bet that, regardless off the type of delivery vehicle, the driver will be digital.

Building on its strategy to drive innovation and adoption for IoT services in high-growth markets, Verizon recently announced that it has purchased Skyward, a private company based in Portland, Oregon. Skyward brings drone operations management to the Verizon IoT portfolio, simplifying drone operations and management for organizations of any size. Terms of the transaction have not been disclosed.

Internationally, companies rely on Skyward for managing operations, improving safety and lowering operating costs. Through this acquisition, businesses small and large will now have a single source for integrating, managing and wirelessly connecting their drone operations – linking all the people, projects and equipment involved into one clear and efficient workflow.

Mike Lanman, senior vice president - Enterprise Products and IoT at Verizon, said: "Last quarter we announced our strategy to drive innovation and widespread adoption for in-flight wireless connectivity through our Airborne LTE Operations (ALO) initiative, a new service to simplify certification and connectivity of wireless drones. This acquisition is a natural progression of our core focus on operating in innovative, high-growth markets, leveraging our network, scale, fleet management, device management, data analytics and security enablement capabilities and services to simplify the drone industry and help support the adoption of IoT."

Skyward founder and CEO Jonathan Evans said: "Drones are becoming an essential tool for improving business processes at large companies, but scalability has been a challenge. Skyward's drone operations management platform combined with Verizon's network, reliability, scale and expertise in delivering enterprise solutions will allow organizations to efficiently and safely scale drones across multiple divisions and hundreds of use cases."

Thanks to advances in technology and regulations, organizations are looking at drones to help run their business. From agriculture to telecommunications and from industrial construction to film production, major corporations, small businesses, and individuals are using drones to save time, improve safety, and operate more efficiently. The value is clear, but scaling and managing a drone program can be complex.

With Skyward's technology, Verizon will streamline the management of drone operations through one platform designed to handle end-to-end activities such as mission planning, complex workflow, FAA compliance support, supplying information about restricted airspace and pilot credentialing, drone registration and provisioning rate plans for drones on Verizon's network. All of this is designed to help developers and businesses create and manage a wide-range of services backed by Verizon's mobile private network, secure cloud interconnect and data analytics capabilities.

Through investments and strategic business and industry partnerships, Verizon continues to drive innovation via its Verizon Labs technology organization and Verizon Ventures, the company's venture capital division. Verizon Ventures brought Skyward in as a portfolio company and was the first wireless service provider to become a member of the Small UAV Coalition (SUAVC). The acquisition of Skyward speaks to Verizon's strategy to operate in innovative, high growth markets leveraging core assets to help accelerate IoT adoption. In 2016, revenue from Verizon's internet of things business approached $1 billion.

In connection with the transaction, GCA Advisors LLC acted as financial advisor to Skyward, and Perkins Coie LLP acted as legal advisor.

(Source: Verizon)

About Finance Monthly

Universal Media logo
Finance Monthly is a comprehensive website tailored for individuals seeking insights into the world of consumer finance and money management. It offers news, commentary, and in-depth analysis on topics crucial to personal financial management and decision-making. Whether you're interested in budgeting, investing, or understanding market trends, Finance Monthly provides valuable information to help you navigate the financial aspects of everyday life.
© 2024 Finance Monthly - All Rights Reserved.
News Illustration

Get our free monthly FM email

Subscribe to Finance Monthly and Get the Latest Finance News, Opinion and Insight Direct to you every month.
chevron-right-circle linkedin facebook pinterest youtube rss twitter instagram facebook-blank rss-blank linkedin-blank pinterest youtube twitter instagram