From early stage growth companies to transformations, regulatory compliance or liquidity events for more mature businesses, we have helped companies achieve their business goals.  We combine this experience with operational, process, and investment experience to give you a balanced approach.

No World Borders applies 7S Framework sand Lean Manufacturing other approaches such as CMM and ITIL as needed (see below) to help your business grow in the following areas:

Process Innovation & Organizational Leadership:

Vision & Goal Performance Relationship: Goals can affect performance in three ways. First, goals narrow attention and direct efforts to goal relevant activities, and away from undesirable, and goal irrelevant actions. Second, goals can lead to more effort; for example, if you typically produce 4 widgets an hour, and the goal is to produce 6, you are likely to work more intensely then you typically would to reach the goal. Third, goals influence persistence. You are more prone to work through setbacks or work harder, if you’re pursuing a goal.

Strategic management is the art and science of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its objectives

In 1981 Richard Pascale and Anthony Athos in The Art of Japanese Management claimed that the main reason for Japanese success was their superior management techniques.  They divided management into 7 aspects (which are also known as McKinsey 7S Framework): Strategy, Structure, Systems, Skills, Staff, Style, and Subordinate goals (which we would now call shared values). The first three of the 7 S's were called hard factors and this is where American companies excelled. The remaining four factors (skills, staff, style, and shared values) were called soft factors and were not well understood by American businesses of the time (for details on the role of soft and hard factors see Wickens P.D. 1995.)

Americans did not yet place great value on corporate culture, shared values and beliefs, and social cohesion in the workplace.  In Japan the task of management was seen as managing the whole complex of human needs, economic, social, psychological, and spiritual. In America work was seen as something that was separate from the rest of one's life. It was quite common for Americans to exhibit a very different personality at work compared to the rest of their lives. Pascale also highlighted the difference between decision making styles; hierarchical in America, and consensus in Japan. He also claimed that American business lacked long term vision, preferring instead to apply management fads and theories in a piecemeal fashion.

Lean manufacturing is a generic process management philosophy derived mostly from the Toyota Production System (TPS) but also from other sources.  It is renowned for its focus on reduction of the original Toyota 'seven wastes' in order to improve overall customer value. Lean is often linked with Six Sigma because of that methodology's emphasis on reduction of process variation (or its converse smoothness).

Kaizen is a daily activity whose purpose goes beyond improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work (both mental and physical), and teaches people how to perform experiments using the scientific method and how to learn to spot and eliminate waste in business processes.

Kaizen must operate with three principles in place: process and results (not results-only); systemic thinking (i.e. big picture, not solely the narrow view); and non-judgmental, non-blaming (because blaming is wasteful).

People at all levels of an organization participate in Kaizen, from the CEO down, as well as external stakeholders when applicable. The format for Kaizen can be individual, suggestion system, small group, or large group. In Toyota it is usually a local improvement within a workstation or local area and involves a small group in improving their own work environment and productivity.

Merger & Acquisition, Strategic Partner Consultants

No World Borders’ Investment Banking Division identifies structures and act as merger & acquisition consultants to facilitate the execution of diverse and innovative private market transactions for corporations, financial institutions and governments. Transactions include mergers, acquisitions, divestitures, the issuance of equity or debt capital, or a combination of these.

No World Borders seeks to provide our clients with the broadest possible range of opportunities around the world. Our global relationships, coupled with our understanding of local economies, industries and cultures, help us consistently deliver high quality advice and service time and again.

Banking professionals advise and assist clients across a number of industry and product groups: Industrial, Consumer, Natural Resources, Health Care, Financial Institutions, Real Estate, Special Products, Technology, Media and Telecommunications. In each of these areas, we provide a range of services designed to meet the specific needs of our clients - including financing, merger and acquisition and other investment banking services.

Our team-based approach allows us to maintain a high level of quality and integrity in finding the right fit, developing facilitating in the execution of our client’s transactions.

Proprietary Deal Flow in Today´s Markets

• With over 25 years in private and investment banking, we have developed a strong network of professionals and entrepreneurs.
• Visibility into opportunities that may be quietly exploring partnerships and strategic fit that don’t make it out into the market.
• Operating experience in a variety of vertical markets provides blended financial experience with "know how" of strategic fit
• Blended growth strategies experience - not solely focused on liquidity events and investment if this is not the right timing or fit.

For Private Equity Groups

Why you Need Alternative Sources

• Financial sponsors have created a highly competitive landscape and continue to go about sourcing the old way.
• Many investment bankers have been displaced and/or are no longer calling on Private Equity firms
• Shareholders and founders are not seeking the advice of I Banks in this market.
• Instability in investment banks.
• Clients are looking for new ways of getting advice.
• $1.2 trillion according to Merger Stat and other trade organizations on sidelines and available to be invested.
• Important to continue to have deal flow whether or not executing on closings.
• Attempt to avoid some of the widespread auctions.
• Find unique opportunities with IP, specialties strong market presence.
• On the ground local knowledge and history.

What we Bring to You as the Financial Sponsor

• Over 25 years in the private and corporate and investment banking.
• Strong network in the trusted advisor categories.
• Non traditional deal flow in the middle market.
• Several CPA and advisor relationships yielding additional sources of deals.
• Focused narrow approach putting you the serious investor in a better position to achieve your investment goal
• Accurate and realistic data on companies
• Vetted opportunities with target companies that are seriously exploring strategic investments and partnerships
• Guidance through the asset allocation process and the sector weighting

Transaction Knowledge and Access to Expertise

We have close relationships with financial, accounting and legal professionals. This can provide you with the most current industry specific structures and terms in the marketplace.

Working with you, The Client in a Confidential Professional Manner

• Becoming a trusted advisor to a company and its owners is not a right, but a privilege that is earned
• Wether your company seeks traditional equity, debt, strategic partner or acquisition transaction, investor, we work tirelessly to find the optimal solution for you and your company.
• At the end of the day all we really have is our reputation. We treat all conversations and communications as strictly confidential.  All our communication between individuals and companies are separate and private.