A global company based in California outsourced its mission critical global data centers, network infrastructure and operations to one of the largest IT services firms. However, after two years, the vendor was unable to meet the business needs of the company in terms of responsiveness to change and increasing service level demands of the business.
A leading outsourcing provider found itself seriously under capacity in terms of data center infrastructure in multiple geographies to meet it's capacity requirements over a 2 – 24 planning horizon.
A leading telecommunication provider needed to reduce operating costs to maintain network margin and EBITDA goals during a period of declining revenue and competitive pressure. Operating margins for this business segment had dropped by 50%.
A Private Equity firm was interested in a distressed asset in Chapter 11 and was going auctioned through the Section 363 process. The firms initial offer was rejected and they lost the initial right to be considered the stalking horse bidder and all the advantages associated with that position. They needed help in fine-tuning the value of the asset.
A Middle East private investment and real estate company wanted to take advantage of the growth in the .Infrastructure Outsourcing market in the region by establishing a new company. After their initial analysis of the scale of the investment required and operating complexities involved, they quickly determined they needed operating expertise to establish an appropriate investment strategy.
The Global Economic meltdown left many Public and Private Equity investors cautious about the market and where to make the next investment. Which segment and companies are undervalued? Is it time to make new investments? With 10's and often 100's of millions of dollars at risk, it is critical that you make an informed decision.
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