Mr. Cuatrecasas is an investment banker, entrepreneur and author. During his career, he has helped hundreds of companies on mergers, acquisitions, capital raisings, company sales, divestitures, restructurings, leveraged buy-outs and a wide variety of strategic issues. He has over 30 years of experience executing strategic deals and delivering proven, actionable strategies for executives to learn how to find the right tech company to acquire and how to do the acquisition in the right way.
He understands from experience that most companies don’t have programs or systematic methodologies ways to “techquify” their operations and advance their strategic positioning. When they do try to acquire or invest in technology companies, competing priorities and inertia get in the way. As a result, most established companies and their ambitious executives go too slow and never unlock their full potential.
His training offers executives a step-by-step approach to all the tricks in the tech company acquisition game, from how to find the right tech start-tech, how to develop the right approach, how to get the lowest possible price and the best terms and do a win-win deal that delivers a 10-100x ROI.
Mr. Cuatrecasas has served as the Founder and CEO of Aquaa Partners, an investment banking firm based in London. Previously he was the Founder and a Partner of Alegro Capital from 2003-2010. Previous to Alegro Capital, Mr. Cuatrecasas was the co-founder and Managing Director of ARC Associates from 1993-2003. (ARC Associates was a leading independent London-based TMT mergers and acquisitions advisory practice with a full range of blue chip and entrepreneurial clients including Sonera, Cable & Wireless, Apax, Marconi, Equant, ICL, KKR, Permira and BT, amongst others). Prior to ARC Associates, Mr. Cuatrecasas was a Senior Associate with Arkwright Capital (ex-Bain & Co. partners), an M&A and Corporate Finance advisory firm in London (1991-1993) and with GE Capital in their LBO and Restructuring Group in New York (1989-1991).
Over the past thirty years, Mr. Cuatrecasas has completed over fifty merger and acquisition transactions around the world worth more than $25 billion dollars and over 70 corporate finance advisory and strategic consultancy assignments.
Mr. Cuatrecasas holds an MBA from Columbia University where he was awarded the Roswell C. McCrea Scholarship and a BA from Wake Forest University. Mr. Cuatrecasas holds dual US and UK citizenship and speaks fluent Spanish. Mr. Cuatrecasas has been quoted in The Washington Post, The Los Angeles Times, US News & World Report, and Forbes. He lives (most of the time) in London with his wife and three children.
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Technology Company Acquisition
Companies today are faced with challenges from every corner, but perhaps the greatest challenge emerging is from technology and artificial intelligence (AI). When it comes to AI, executives can choose to do nothing, assuming the threat is still premature, or they can take action to reap full advantage now of AI as it evolves.
Mark Cuban summed up this challenge well when he said “AI is going to change everything, but it’s going to be a partnership between humans and AI, not a competition.”
Klaus Schwab, Chairman of the World Economic Forum, is concerned decision makers are too focused on the short-term:
This corporate training on tech company acquisition is for executives either who are feeling trapped by “immediate concerns” or who are thinking strategically about the future. Both are yearning for their problems to go away. Both can solve their problems by learning more about how to thrive in the new world of technology and AI. This training is for those executives who want the “magic wand” they can wave to thrive in this new world, but only for those who also understand that earning the right to this “wand” requires time, effort, training and discipline.
As company profits come under more and more pressure, and as AI and automation become more commonplace, job losses will only increase. Traditional companies are already struggling to recruit the best and the brightest, and then after they’re hired to not lose them to technology companies. To recruit and keep the best people today, and to maintain and grow profits, these companies need a new way of operating. They need to become technology companies themselves.
The majority of industry market value today rests in, and from now on will always rest in technology companies. The best thing a company can do therefore to protect its future is to become a technology company.
The best way to become a technology company is not just by hiring top software engineers, data scientists and technology consultants. They are expensive and very hard to find and you will lose most of them soon enough anyway. Rather, a traditional company becomes a technology company by partnering with technology companies, including most importantly by investing in them and acquiring them.
To truly move the needle on stakeholder value you will need to acquire technology companies. In 2016, Walmart saved its legacy and transformed its future when it acquired loss-making Jet.com for $3.3 billion. As a result of this deal, Walmart increased its market value by $60 billion in just 16 months, generating a 15.8x return on its investment in Jet. A few years later, Walmart went on to acquire control of Flipkart in India for $16 billion, a deal that would have been unthinkable had Walmart not succeeded and bent company culture with Jet.com.
Acquiring the right technology company can give you a 10x “turbo boost” in achieving industry leadership and maintaining it. However, you have to do it the right way.
This tech company acquisition training program offers that right way. It offers you a revolutionary approach to transforming legacy companies into forward-thinking industry leaders through the strategic investment in and acquisition of tech company disruptors.
The program also incorporates the implementation of a tangible process within your organization that enables key stakeholders to be more proactive about the way they do this internally.
The training allows executives of established companies to master each of 12 phases so they can discover innovative acquisition strategies and mindset shifts to future-proof their bottom line in the era of AI and exponential technology advances.
Every day we read about new exponential technologies – ChatGPT, self-driving electric vehicles, robots, virtual reality, drones, cloud computing, deepfakes, cultured meat and fish, quantum computing, brain-computer interfaces, cybersecurity, self-flying taxis, CRISPR, crypto and Web 3.0, photonics, hyperloop – the list goes on. These technologies are disrupting the entire value chain – from production to consumption – of most industries around the world. And it is growing, faster and faster. This disruption is allowing for new competitors to emerge, but it is also allowing the opportunity to acquire new customers, and more cheaply, as well as to find new suppliers. Indeed, the only limit to growth and transformation today is one’s own imagination, combined with one’s capability to execute, which is heavily influenced by awareness, education and training.
The new technologies emerging today are undoubtedly creating an abundance of opportunity for established companies who are willing to embrace rapid change without sacrificing their core goals. But to take advantage of the these opportunities in AI and digital and technology, companies need to know what is the right thing to do, and what is the right way to do it.