Joey Tamer

"...protected us from liabilities and reduced our costs."

Scope of Services

Click <details> to review the services I offer to each kind of client:

• Top management in Fortune 500 and mid-sized companies, and their divisions in strategic planning, technology, media and entertainment, distribution, publishing and advertising, and internal venture groups; <details>
• CEOs of capitalized technology startups <details>
• the boards of investment funds <details>
• independent strategic consultants <details>

Glossary of Strategic Services

Click <glossary> to review a complete glossary of the kinds of strategic services I offer.

To top management in F500 and mid-sized companies and their divisions, any or all of the following services are available:

• I refine the worldwide vision for the initiative, its far-reaching opportunities and effects on the Company;
• I begin with the ultimate goal for the initiative in light of the Company's assumption of what will be gained, to determine if the initiative can survive and thrive within the Company over its realistic timeframe;
• I assess the initiative's realistic risk profile, costs and time to market, and its ROI and timeframe of ROI. I then reassess the initiative in light of the Company's assumed gain, redefining strategies, timeframes and capital needs, to clarify an obtainable goal, and to achieve consensus on the plan.
• I next refine, in the current marketplace, the initiative's value proposition, intellectual property and patent strategy, business model, target markets, positioning, pricing and channel strategies, and determine its current risk profile.
• I suggest new or lateral markets and revenue opportunities, including international markets, and the models, pricing and channel strategies required to open these new markets.
• I define strategic alliances which may support the initiative and reduce the Company's risk. I conduct due diligence on any prospective strategic allies.
• After the planning stage, while the initiative is preparing for launch, I design strategy and policy and contracts for its worldwide distribution, via direct and indirect channels, online and offline, for B2B, B2C, and for enterprise to all its customers, via ASPs, ISVs, VARs and OEMs, U.S. and internationally. I then thoroughly train an in-house manager to build, expand and manage these channels.
• If a division is to be spun off for acquisition, I direct the creation of the due diligence books in preparation for acquisition negotiation.
• I work in the U.S. and worldwide.
• I provide my rolodex of contacts from 20 years of this work.
• I consult to the client in open or stealth mode.

To CEOs and Boards of capitalized startups, any or all of the following services are available:

• I refine the worldwide vision for the company.
• I begin with the exit strategy for the company in light of the founders' and investors' personal wealth goals, to keep them motivated to build and stay with the company.
• I define the capital strategy:
  • taking the optimal kind of investment from the best source at the right time for the highest valuation, to maximize the company's value;
  • not taking any investment at all, then creating launch and growth in another way;
  • leveraging alternative kinds of revenue to avoid sacrificing equity;
  • refining the company structure in light of the value strategies for exit, spin-off, and the leverage of intellectual property;
• I do not source capital.
• I write the pitch piece to bring the targeted investors and strategic partners to the negotiation table, and train the CEO in its presentation.
• I am the bad hat at the negotiation table, looking for the win-win, leaving the CEO to be the good guy.
• I conduct the due diligence on the company's potential investors, strategic partners and board members, to ensure the participation of "smart money" and a dedicated board.
• I assess the company's realistic risk profile and time to market, then redefine strategies and capital needs.
• I refine the company's value proposition, intellectual property and patent strategy, business model, target markets, positioning, pricing and channel strategies, to ensure that its growth and valuation goals are met.
• I suggest new or lateral markets and revenue opportunities, including international markets, and the models, pricing and channel strategies required to open these new markets.
• I design strategy and policy and contracts for distribution channels, online and offline, for B2B, B2C, and for enterprise to all its customers, via ASPs, ISVs, VARs and OEMs, U.S. and worldwide. I then thoroughly train an in-house manager to build, expand and manage these channels.
• If the company is set for an acquisition exit, I direct the creation of the due diligence books in preparation for negotiations.
• I work in the U.S. and worldwide.
• I provide my rolodex of contacts from 20 years of this work.
• I consult the CEO and/or Board in open or stealth mode.

To the Board of an investment fund, any or all of the following services are available:

• I assess portfolio investments in terms of risk, survival, growth and exit strategies, in their current market and capital conditions;
• I assess the market-realistic risk of potential investments: time to market, time to exit, alternative exit strategies, ROI, hidden risks, and issues which must be managed to maintain current risk.
• I refine the fund's screening analysis methodologies with proprietary tools I have developed.
• If a portfolio company is to be spun off for acquisition, I direct the creation of the due diligence books in preparation for acquisition negotiation.

To independent strategic consultants working with their own clients, any or all of the following services are available:

• I critique the consultant's strategic plan in draft form, as an editor critiques a manuscript;
• I uncover the primary strategy, asking the topline questions the client has overlooked, and challenging the client's unexpressed or untested assumptions, bringing forth the underlying goals of top management.
• I apply the market realities and real-world timelines which alter implementation and sales projections.
• I hand over this work for the consultant to present to the client for clarification of the plan.

Glossary of Strategic Services

Capital Strategy: I focus on the capital events that drive a business to success: beginning with the targeted exit strategy and potential exit valuation, what capital is best to accept from what kinds of sources, at what valuation, at what time and benchmark, to create and maintain the valuation at each strategic step. I identify alternative kinds of capital available to reduce corporate budget needs or to retain equity.

Entry, Positioning, and Growth Strategy: I determine what ultimate goals the founders or parent company seek from the venture; what return on investment is planned; what is the validity of the business goals, positioning, revenue models, competitive landscape, distribution channel policy, management talent, valuation and capitalization assumptions; what deal structures can be designed to close strategic partners; what time to market, and time to ROI is realistic; and what strategies drive growth in value and ROI.

Pitch Strategy: I write or refine the written pitch to gain internal or external corporate alliances, budget or capital support. I train the executives in its compelling presentation.

Distribution Strategy: I create new and traditional distribution strategies, online and offline, including channel development (licensing, direct sales, ASP, ISV, VAR, OEM and mass market), new deal structures, contracts and negotiations.

Negotiation Strategy: I support my clients and their attorneys in contract negotiations with investors, acquirers, strategic partners and channel partners on issues of capital and strategic investment, acquisition, technology transfer and licensing, intellectual property, distribution, and international expansion.

Intellectual Property Strategy: I identify opportunities for intellectual property and patents to increase my clients' asset base, valuation and licensing revenues.

International Strategy: I design strategy and policy for international expansion, online and offline, then structure and negotiate the deals.

New Market Strategy: I design strategy and policy for lateral expansion into new, tangential markets, online and offline, then structure and negotiate the deals.

Due Diligence on Investors and Strategic Partners: I conduct the in-depth due diligence on potential investors and strategic partners before entering negotiations.

Due Diligence for Acquisition: I direct the creation of due diligence books in preparation for acquisition negotiations.

Due Diligence for Investment Funds: I advise investment funds on the risk-profile of their potential investments and acquisitions. I offer an analysis of the target company's success potential, including any industry-critical factors which might jeopardize the company's success. The investment fund may choose to retain me to coach the CEOs of selected portfolio companies.

Screening Strategy for Investment Funds: I refine the screening methodologies used by investment funds to choose their potential investments, by integrating my own proprietary tools with their methodologies.

Consulting: I support executives to keep focused on strategic objectives, R.O.I., and exit goals. I will consult in stealth mode, where requested and appropriate.

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