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Private • Confidential • Founder-first
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Capital Advisory & Growth Solutions
— The Honest Path to a Ready Raise
21 Sep, 2023
Capital Advisory Solutions
How We Get You Raise-Ready
Raise-Ready
Partner On Your Raise
Nurturing Success: Growth engineered for credibility and control
Inside counsel’s guardrails, we build and ship the work.
We treat capital readiness as a business initiative. That means we design the plan and use-of-funds, build a driver-based model with/through your accountant, translate the story into a deck, one-pager and FAQ, stand up a version-controlled data room, and run a weekly cadence so requests are routed, answers land, and versions stay clean. The raise moves while you keep running the company.
Reg D 506(b)/(c), Reg CF, or Reg A—each pathway has specific rules about what can be said and where. Offering language and investor access are set by securities counsel; within those guardrails, we execute the operating and communications tracks so the narrative, numbers, and files tell the same story on every surface. We don’t solicit investors or handle funds; we make the business legible and the process disciplined.
Many clients ask us to build the growth foundations that should have existed anyway: a real company website beyond the storefront, a simple SEO framework, core collateral, and founder/LinkedIn messaging. These assets stand on their own and, when you’re ready to raise, they become proof that the market can already “see” the company.
The working rhythm is simple: one plan, one owner of the timeline, one place for documents. Short weekly stand-ups replace midnight scramble. Momentum comes from sequence, not speed.
Reg D 506(b)/(c), Reg CF, or Reg A—each pathway has specific rules about what can be said and where. Offering language and investor access are set by securities counsel; within those guardrails, we execute the operating and communications tracks so the narrative, numbers, and files tell the same story on every surface. We don’t solicit investors or handle funds; we make the business legible and the process disciplined.
Many clients ask us to build the growth foundations that should have existed anyway: a real company website beyond the storefront, a simple SEO framework, core collateral, and founder/LinkedIn messaging. These assets stand on their own and, when you’re ready to raise, they become proof that the market can already “see” the company.
The working rhythm is simple: one plan, one owner of the timeline, one place for documents. Short weekly stand-ups replace midnight scramble. Momentum comes from sequence, not speed.
How embracing AI built intelligent efficiencies for a manufacturing leader
Global manufacturing and supply chain management are more complex than ever. Rising geopolitical tensions, globalization of third-party partnerships, and rapid advances in AI and technology all present intersecting challenges. This was the case for a manufacturing leader who tapped EY to help re-envision and manage their business and technological transformation.
Enhancing trust and authenticity with seamless workplace verification
Verifying employment status and credentials for new recruits and suppliers on LinkedIn posed a significant challenge leaving HR and Identity and Access Management teams to manually verify employment, causing increased costs, longer screening times, and onboarding delays. Discover how MKC teams combined Microsoft Entra Verified ID with unique identity orchestration for authentic workplace verification.
Discover how the MKC-Microsoft alliance generates value for clients by unlocking the power of data and AI
Discover how an American manufacturer overcame operational constraints and streamlined production processes through partnership with the MKC team. Leveraging Microsoft Azure technologies and the Power Platform, they achieved significant reductions in downtime and improved maintenance predictions, resulting in recovered sales revenue. This scalable framework provided by MKC expertise in deploying Microsoft technology offers flexibility for future enhancements.
How We Get You Raise-Ready
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7 ways to unleash value and drive growth from your MarTech and teams
After heavily investing in MarTech, brands still struggle to scale in growth and profits. It’s time to look within.
12 Sep 2023 | Steven Bailey
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7 ways to unleash value and drive growth from your MarTech and teams
After heavily investing in MarTech, brands still struggle to scale in growth and profits. It’s time to look within.
12 Sep 2023
David Barnes
This is the CSS dropcap. For marketing organizations, what it takes to succeed looks substantially different these days. This era of perpetual transformation requires agility and vision. Key challenges
include steep customer expectations, the emergence of new marketing channels and abundant, ever-expanding data. As a result, the role of the chief marketing officer (CMO) is becoming more complex and strategic.
Expectations such as driving efficiencies in cost and agility have never been higher. And the number of activities has never been greater. Central to all of it is the necessity to rethink the relationship with agencies and the organization at large.
According to a recent forecast, worldwide IT spending is projected to total $4.5 trillion in 2023, an increase of 2.4% from 2022.1 Accounting for anticipated inflation in 2023, this isn't necessarily an overall increase in spending.
Digital technology initiatives remain a top strategic business priority for corporations and their chief information officers (CIOs) as they continue to reinvent the future of work. They are now focusing their spending on fortifying their infrastructure and accommodating
for increasingly complex employee hybrid work arrangements. To accommodate this, other technology areas will need to free up capital and resources.
- CMOs have always had accountability for the brand…
- Technology is evolving fast, and the operating model…
- Consumers expect experiences to be relevant and contextual continue to reinvent the…
- Consumers expect experiences to be relevant and contextual. expand the impact of limited talent or embracing new partnering models to scale faster are two of the main strategies in the marketplace.
For marketing organizations, what it takes to succeed looks substantially different these days. This era of perpetual transformation requires agility and vision. Key challenges include steep customer expectations, the emergence of new marketing channels and abundant, ever-expanding data. As a result, the role of the chief marketing officer (CMO) is becoming more complex and strategic. Expectations such as driving efficiencies in cost and agility have never been higher. And the number of activities has never been greater. Central to all of it is the necessity to rethink the relationship with agencies and the organization at large.
This increase in responsibilities leaves many CMOs feeling overwhelmed. The challenges of the role grow exponentially if the organization's operating model isn't evolving or adapting to respond to the new demands of the business environment. How can CMOs succeed without the appropriate processes, capabilities, technology and talent? MarCaps, LLC, a marketing consultancy firm, polled marketing managers from 493 companies and found that only 20% of them are satisfied with the effectiveness of their departments.¹
There are several reasons why crafting the right operating model is now more critical than ever, including:
- CMOs have always had accountability for the brand. The challenge has been to deliver that brand promise across a customer journey owned by many other functions — from supply chain to customer care. Marketers have adapted as leaders and become strong integrators of experience across the organization.
- Technology is evolving fast, and the operating model needs to evolve with it so the organization can benefit from novel technological capabilities. Integrated and automated processes must be built (e.g., AI-generated marketing content), and technology roles that traditionally weren't part of marketing are now integral to the function (e.g., data scientists, software engineers, and creative technologists).
How MKC can help
Commercial excellence services
MKC Commercial excellence supports organizations to create and implement customer-centric growth…
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- Consumers expect experiences to be relevant and contextual. Marketers must have the capability to deliver personalization at scale leveraging technology, such as customer relationship management (CRM). This will impact the operating model in different ways, from scaling the size of certain functions (e.g., creative and audience management) to automating processes.
- Creating centers of excellence to expand the impact of limited talent or embracing new partnering models to scale faster are two of the main strategies in the marketplace.
If architected correctly, the marketing operating model can help organizations adapt to market disrupters and serve as a competitive advantage. However, a poorly designed or misaligned model can have implications beyond marketing — it can impact an organization's overall effectiveness and success.
Optimizing vendor relationships is a key step in reducing IT spend and execution risk across the organization. Focusing on vendor selection helps organizations find the vendor that will yield the highest value while also ensuring that all key requirements are met for a given initiative.
Additionally, revisiting existing vendor relationships to renegotiate contracts can lead to the best value.
However, organizations need to go beyond the transactional aspects often associated with the vendor management function. They need to evolve from just managing and procuring vendors to developing a strong relationship with fewer partners for long-term value creation.
A well-balanced partnering strategy can not only maximize outcome, but it can also reduce execution risks. The keys for success, however, are to select the right partners, communicate demand promptly and implement the proper operating model with joint incentives and rewards mechanisms.
The marketing function is at a crossroads where its role in the organization, the value it brings and how it operates must be redefined. CMOs need to transform their operating models to increase the impact on the organization, drive growth and win in the market. This article explores how we help CMOs approach the design of their operating model.
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Stay in control of the raise. We run an owner-led process—from model and use-of-funds to diligence and close—built to clear institutional scrutiny.
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