We are a consulting firm made up of multidisciplinary professionals who combine a solid academic background with long and consistent
executive experience.
Through a holistic approach, we seek to support medium-sized companies to improve their management processes in a balanced, pragmatic and responsible way.
Our mission is to ensure the perpetuity of your organization by increasing its level of self-knowledge and the continuous and incremental adoption of the best Integral Corporate Governance practices.
Companies are established with the aim of fulfilling a set of purposes for their shareholders, regardless of the level of Maslow’s hierarchy they may fall into.
In order to achieve these objectives, companies establish a symbiotic relationship with the market, either offering innovative products and services, or tested solutions, exploring new territories or market segments, or even introducing new business models. They may also compete for market share with solutions equivalent to those of incumbent companies.
Thanks to competence, perseverance, and sometimes unforeseen random factors, this venture has thrived. However, the internal and external environment is highly dynamic, and all the variables mentioned will inevitably undergo transformations at some point, including the original purpose of the shareholders in creating the business. To survive, it is crucial for the organization to learn to adapt permanently to the new scenarios that will arise throughout its journey.
While transformation is known to be necessary, it is far from a simple process. The reality is that organizations do not always have all the necessary resources internally to lead these transformations. These challenges can be technical, emotional, or a combination of both, with the latter being the most frequent case. Therefore, there is a need to seek external support to facilitate this process.
In this context, Termika Consulting emerges as a consultancy firm composed of multidisciplinary professionals who combine a solid academic background with extensive executive experience. Adopting a holistic approach, our aim is to assist medium-sized companies in enhancing their management processes in a balanced, practical, and responsible manner. We offer solutions to ensure the continuity of your organization by increasing self-awareness and adopting the best practices of Integral Corporate Governance applicable to your business.
Our values are the essence of what guides us throughout our journey, and they are grounded in the following pillars:
The most common “triggers” that make managers seek external support to make deeper changes in their organizations are related to factors such as:
Over time, it is natural and expected that internal and external variables, as well as the size of the company and even the original purpose of its founders, may change. In this sense, it would be wise to include transformation as a natural and present component in the original business plan of any new organization.
However, in practice, this scenario is extremely rare.
Starting and maintaining an operation is already complicated enough and demands a lot of attention from founders, which often leaves little time to discuss transformations in a more profound manner. Additionally, transformations can be feared and ignored for emotional reasons, without any rational justification. Similarly, managers with a more entrepreneurial and “hands-on” profile may not have the necessary discipline to regularly assess the demands for process revision, portfolio, teams, employee compensation strategy, and even the purpose of shareholders, or they may not be willing to invest in the development of new internal competencies and exploring unknown territories.
Typically, the need for more comprehensive transformations is only recognized when something important becomes both important and urgent simultaneously, and spot corrections are no longer effective.
The most common factors that lead companies to reconsider their organization and seek external support for a better-structured transformation process include: power isolation, succession, business stagnation or acceleration, partner conflicts, improved financial rating, business sale, or merger.
Loneliness in Leadership
As a business grows and becomes more complex, managers often recognize the limitations of taking sole responsibility for making all of the company’s operational and strategic decisions.
Adopting good governance practices can help to distribute this responsibility in a structured and responsible manner, utilizing internal resources and/or external professionals who can bring new skills and a strong commitment to the development of the business.
Succession
In some cases, the founder, the CEO, or the majority of the shareholders may proactively seek to initiate a process of succession for the company’s leadership to either family members or professionals outside of the family.
This can involve the current manager assuming a more strategic and less operational role or transitioning to a pure shareholder position.
By implementing good corporate governance practices and structuring the succession process, the transition can be made smoother, more efficient, and less traumatic for all parties involved. This includes addressing family, corporate, and tax considerations, which can all be handled more effectively through well-defined processes.
Business stagnation
When a company fails to meet its expected results and experiences a significant loss of employees, managers and shareholders may realize that structural changes are necessary to maintain the company’s competitiveness and longevity.
Governance practices can aid in identifying the possible causes of these problems and developing an action plan to reverse the situation.
Rapid growth
When a company experiences sudden growth, its internal structures may not be capable of scaling to meet the new level of demand, requiring structural changes.
While this may seem like a favorable scenario, the transformation process can be delicate and highly complex from a managerial perspective.
Partner conflicts
Whether a company is formed through partnerships or has undergone a succession process for multiple heirs, conflicts between partners can arise over time and potentially compromise the viability of the company. To mitigate these conflicts, decision-making processes should be mapped, purposes revised and consolidated, and protocols established.
These concepts are all incorporated in good governance practices, which can help companies effectively manage partner conflicts and ensure the continued success of the business.
The need to enhance financial rating
Numerous companies operate with a certain degree of leverage, which may even be part of their business model.
By demonstrating that they adhere to the best governance practices, companies can appear less vulnerable, thereby reducing their risk and ultimately lowering their cost of capital.
Business sale or merger
Whether voluntarily or due to a market need, the main shareholders decide to fully or partially divest the business. It is very common in this type of process for the buyer to demand, through a contract, that the former owners/managers remain in the company for several years after the deal is done.
This has two main purposes: to protect the buyer from possible liabilities that were not identified during the due diligence process, and to ensure a smooth integration of the business into the new operation.
Companies that can demonstrate the implementation of good governance practices receive better valuation of their business and negotiate significant reductions in this earn-out period.
We would like to begin by conveying our utmost admiration for you and your organization! Despite facing a highly demanding environment, you have successfully triumphed over all odds, overcome various obstacles, and transformed your enterprise into a thriving venture.
Through the provision of products or services to a targeted market segment or geographic location, you have provided tangible benefits to your customers, which is the ultimate gauge of your success
We comprehend the potential impact that our work can have on an organization, and as a result, we adhere to the principle of exclusively collaborating with experts who possess exceptional and demonstrated proficiency in their respective fields.
Only then can we confidently engage in thorough and conscientious discussions pertaining to the numerous facets of your business.
The wise say that the greater the knowledge, the greater the area of contact with the unknown…
In this regard, although we are convinced that we can add value by contributing some form of intellectual capital to our discussions, we do not regard ourselves as proprietors of the ultimate truth.
We harbor no aspirations or intentions to pass judgment on your operations or to rectify them as if we were conducting a case analysis in an MBA course.
We believe that our interaction must be guided by a desire to exchange knowledge and experiences, founded upon transparent dealings in which conclusions emerge through a convergence of ideas and models, rather than the imposition of right versus wrong.
This is a process in which both parties should emerge enriched, more enlightened, and with an even larger sphere of contact with the unknown!
We are fully dedicated to ensuring the successful transformation of your organization. We firmly believe that your success is our success, and we strive to live up to this maxim every day.
To achieve this, we consider attention to detail, well-informed opinions, and engagement not as virtues, but rather as prerequisites.
We fully agree with the popular saying that “if all you have is a hammer, everything looks like a nail.” While we respect companies that develop frameworks, which are often applied as a one-size-fits-all solution, our approach differs. We believe that frameworks (of which we know several) are merely tools and not the ultimate goal.
We do not wish to use your company as a mere badge to showcase our models. Rather, the Termika Methodology was created to serve as a flexible guide that acts more like a compass than an automated route planner such as Waze or Google Maps. We understand that each organization is unique and that the number of internal and external variables that come into play creates a complex web that requires tailored solutions.
Our focus is on your business, and we strive to provide solutions that are unique to your needs.
As a business grows and becomes more complex, managers often recognize the limitations of taking sole responsibility for making all of the company’s operational and strategic decisions.
Adopting good governance practices can help to distribute this responsibility in a structured and responsible manner, utilizing internal resources and/or external professionals who can bring new skills and a strong commitment to the development of the business.
In some cases, the founder, the CEO, or the majority of the shareholders may proactively seek to initiate a process of succession for the company’s leadership to either family members or professionals outside of the family.
This can involve the current manager assuming a more strategic and less operational role or transitioning to a pure shareholder position.
By implementing good corporate governance practices and structuring the succession process, the transition can be made smoother, more efficient, and less traumatic for all parties involved. This includes addressing family, corporate, and tax considerations, which can all be handled more effectively through well-defined processes.
When a company fails to meet its expected results and experiences a significant loss of employees, managers and shareholders may realize that structural changes are necessary to maintain the company’s competitiveness and longevity.
Governance practices can aid in identifying the possible causes of these problems and developing an action plan to reverse the situation.
Whether a company is formed through partnerships or has undergone a succession process for multiple heirs, conflicts between partners can arise over time and potentially compromise the viability of the company. To mitigate these conflicts, decision-making processes should be mapped, purposes revised and consolidated, and protocols established.
These concepts are all incorporated in good governance practices, which can help companies effectively manage partner conflicts and ensure the continued success of the business.
When a company experiences sudden growth, its internal structures may not be capable of scaling to meet the new level of demand, requiring structural changes.
While this may seem like a favorable scenario, the transformation process can be delicate and highly complex from a managerial perspective.
Numerous companies operate with a certain degree of leverage, which may even be part of their business model.
By demonstrating that they adhere to the best governance practices, companies can appear less vulnerable, thereby reducing their risk and ultimately lowering their cost of capital.
Whether voluntarily or due to a market need, the main shareholders decide to fully or partially divest the business. It is very common in this type of process for the buyer to demand, through a contract, that the former owners/managers remain in the company for several years after the deal is done.
This has two main purposes: to protect the buyer from possible liabilities that were not identified during the due diligence process, and to ensure a smooth integration of the business into the new operation.
Companies that can demonstrate the implementation of good governance practices receive better valuation of their business and negotiate significant reductions in this earn-out period.