Engineering | Architecture | Design-Build | Surveying | Planning | GeoSpatial Solutions September 25, 2014 Merrick & Company International Start-up & Expansion.

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Presentation transcript:

Engineering | Architecture | Design-Build | Surveying | Planning | GeoSpatial Solutions September 25, 2014 Merrick & Company International Start-up & Expansion

Copyright © 2014 Merrick & Company - All rights reserved. Merrick & Company Profile Why International? Developing an Approach? Internal Factors? External Factors? Lessons Learned Future Growth Questions Discussion Topics

Copyright © 2014 Merrick & Company - All rights reserved. Merrick incorporated 1955 Market leadership: GeoSpatial, Energy, Nuclear, Bio-Labs, National Security Merrick revenue: $110M 500+ staff, 75+ international International highlights Honduras GSS – 1994 Mexico subsidiary – 2002 Canada/Colombia – 2006 International focus – Vision – 20% of profit from international programs Continuing Merrick’s Legacy OCONUS

Copyright © 2014 Merrick & Company - All rights reserved. Why? Additional revenue source to replace declining government domestic markets Well established (“older”) technologies and workflows are sometimes “cutting edge” OCONUS Expands customer base Increased profit margins It’s a move successful businesses are making Inserts new thought & generates enthusiasm Approach Opportunistic leveraging skillsets/competencies Create an organizational focus Determine your ethical approach (compliance requirements) Develop local teammates Define success…multi-markets in region Pipeline development Leadership – Thought, Technology & CSR Why International?

Copyright © 2014 Merrick & Company - All rights reserved. Factors Executive management involvement – more than buy in A strategic plan – with goals Go/NoGo decisions Funding business development Funding legal assessments & legal entity development ITAR/EAR compliance Deciding what cultural markets you are comfortable in Don’ts… Allow executive management to task this out like a project Do it piecemeal Disperse decision-making Focus all in one budget Bid before assessing the risk Downplay compliance because it won’t apply to you Go where you’re not comfortable eating their food or drinking their drink Internal Factors

Copyright © 2014 Merrick & Company - All rights reserved. Factors Focus on countries with strong USG (compatible) links – both government & commercial Ensure multi-market capability Business maturity – both market and dispute resolution Tolerable tax regimes Market & opportunity specific visibility Language & culture Their perception of you Unlimited financial resources Arrogance We force deals – and don’t look for win/wins We don’t care about people (as much) Most put high value on our culture of opportunity The Gold Standard External Factors

Copyright © 2014 Merrick & Company - All rights reserved. Balance Risk with Reward with Fit & Focus

Copyright © 2014 Merrick & Company - All rights reserved. International Strategy

Copyright © 2014 Merrick & Company - All rights reserved. Predictability is a moving target Success in one market does NOT necessitate success in another Patience is a necessity – expect long decision-making processes Adding value in “their mind” increases Pwin Not everyone who wants to work international should Start small & build on success in each market you access Metrics must match market reality Focus is critical Lessons Learned

Copyright © 2014 Merrick & Company - All rights reserved. Expanding the LATAM market outside of our mature geospatial play Bio-research laboratories almost anywhere but focused on our areas of interest Energy in Africa Following USG National Security & Defense projects – including supporting our international partners Maintaining opportunistic growth while being more strategic Future Merrick Growth

Copyright © 2014 Merrick & Company - All rights reserved. For more information contact: Richard Boehne Vice President – International Business Skype: rtboehne.now Questions or Comments?