1. 2017: UPC Renewables

UPC Renewables (a renewable energy company with long and distinguished history) was opening its new headquarers in Hong Kong. It's goal was to expand its market share in Asia and grow organically in local markets. We helped UPC Renewables with the setup of financial modelling framework and other aspects of financing on both debt and equity side.

2. 2014: Akselos

Akselos (an MIT hi-tech start-up) has a very complex engineering product. It helps engineers see design weaknesses of a particular construction ( bridges, drills, oil rigs, etc) and test how well different materials do under the same conditions. We helped Akselos with a classification system for their cost accounting ( as part of the project to automate their accounting), and also aspects of pricing the software as a service, as well as created marketing materials that helped quantify the advantage of the product over competition.

3. 2014: Case venture company advice

M&A was hired to make sense of big financial model for a privately held venture capital company. The client had a prospective partner who was trying to build a network of cycling studios around a Moscow.

The model forecasted forward an operation of a cycling studio. The target customers of the studio were the busy businesspeople looking to occupy their lunch times. As we investigated the model, it soon because obvious that either the rent for the venue was too low, or the number of customers was too high.

The studio was using assumptions of rent that would be better for a outskirts place, while majority of its customers worked in the city. The assumption of 40 minute class, with an hour commute to and from the location on either side wasn't realistic.
M&A helped the proposal achieve the right balance between location cost and customer location.

4. 2013: Case Recycling Company Pricing

Big cities need recycling. Green G was going to offer Moscow just that: trash collection and recycling at reasonable price. The situation was good for everybody: Green G got additional income from re-selling recycled materials like aluminum and paper, and the city got cleaner streets and less trash in the landfill. But Green G was still losing money on some customers. But when they raised prices for them, other customers became unprofitable. The game of hide and seek with costs didn't seem to have any solution.

M&A stepped in to help Green G with their work. The first try was to try to decrease the time it took to pick up rubbish from clients by finding better routes. Less travel meant faster routes, and less fuel burned. This approach worked, but didn't help Green G grow.

After looking at accounting history it soon became clear that rising costs were coming from truck repair (which grew with number of clients). This was particularly apparent in spring. M&A looked through the type of repairs: most of them were linked with wear and tear.

M&A's help to Green G was to create a system which increased or decreased the price per load per client based on the distance from the current route, while taking into account traffic and state of roads (as assessed after the trial period). M&A arrived at this solution because Green G wasn't sure about where the costs were coming from. By following the costs back to their source, M&A could create a more accurate pricing system.

5. 2012: M&A Solutions partnered with Orbis Media to help investment projects have wider recognition.

Orbis created the framework and M&A helped create the content (based on an internal database of Ministry of Economic Development). The result: https://www.invest.gov.ru was presented at SPEIF and later became a much larger project https://www.gisip.ru/

6. 2009: Helen Yarmak (New York branch)

As a part of direction change for HY New York office, M&A was asked to help refresh the administrative side of the US branch of luxury fur and jewelry designer. Due to the fact that the owner was frequently called away on presentations all over the world, M&A stepped in to help the branch be more independent in its operations As part of its work M&A updated the software, filed for intellectual property, as well as acted as general administrator of the branch during the transition period. As a result of the overhaul the branch became more independent, and was able to work without the owner's frequent presence.