CREATIVE SOLUTIONS + SOUND BUSINESS JUDGMENT

The vision of Palo Alto is to be the leading business turnaround and success
management consulting firm in the region. It is strategic intent is to deliver
transformative responses to the challenges, or looking for life cycle solutions, but
possess hidden value waiting to be unlocked and profitably leverage for the trip back
to sustainable revenues, profit, business continuity and growth. It also responds to
successful companies’ need for workable solutions and answers as they confront the
challenges and opportunities of sustained growth and profitability as well as business
continuity.
As consultants, Palo Alto provides the objectivity, perspective, creativity, and
expertise based on sound business judgment to build responsive solutions to its
clients’ specific unique needs in the following consulting practice areas:

SUCCESS MANAGEMENT
Palo Alto provides Success Management consulting and implementation services to
enterprises that are trailblazers and leaders in their industries, are on an
expansionary track or are focused on building a sustainable edge over competition.
They are commonly looking for financial capital to enhance research and
development build new factories, acquire new or upgrade current technologies, enter
new market share for new products, or fund a capital expenditure program. At other
times, they would be looking for new partners, structuring new alliances, considering
either a private placement of equity or initial public offering, or contemplating
additional debt to support profit and growth needs.
Palo Alto helps successful client enterprises manage their success. It is, thus,
seeking radical financial solutions and value-creating business ideas that would
enable it to overcome unwanted circumstances, regain its winning ways and return
to revenues and profit.
The other variant is exemplified by the formerly successful, competitive enterprises,
but is beginning to show episodic underperformance, is increasingly challenged by
capital shortfalls, burdened by mature markets and products nearing the end of their
life cycles, and is looking for the next round of innovations and breakthroughs
leading to the recovery of diminish competitive vigor.
Palo Alto itself is the metamorphosis of a former software development venture with
a great but only partially fulfilled vision. Since its changeover in early 2004 to a new
ownership and management, the old company has been successfully restructured,
enabling it to transition into and reinvent itself as a provider of consulting solutions to
the “troubled” Asian enterprise.
TURNAROUND MANAGEMENT
Palo Alto’s suite of Turnaround Management advisory and execution services are
available mainly to two variants of the “distressed” enterprise.
Typical of the first variant is the Asian corporate that is in financial and operational
crisis, or has reached a plateau, incapable of further growth expected to succeed
without this diminishing if not already diminished resource. Money is not everything,
but it helps for every corporate to have enough of it ought to be management’s
priority.

BUSINESS VISIONARIES AND PROFESSIONALS

Palo Alto’s migration from being a product-based software development house to a
professional provider of transformative business consulting solutions to the Asia
enterprise remains a work in progress. The firm continues to evolve as it moves
ahead with the formation of a new of Board of Directors and Management Team
consisting of business visionaries and professionals with highly developed creative
and execution skills, a passion for delivering excellence as an architect and builder
of business consulting solutions, and who look at every client relationship as a true
partnership.

SOLUTIONS WORKING PROFITABLY FOR THE ASIAN

ENTERPRISE
Palo Alto Consultants Asian Inc. was formed by professional management,
investment banking, corporate finance, marketing and information technology
practitioners to provide specialized business solutions that enable Asian enterprises
adapt and respond swiftly to change and changing opportunities, industries,
technologies, and operating landscapes.
Palo Alto architects, structures and executes for its clientele business consulting
solutions on two levels:
SUCCESS MANAGEMENT
 Enterprise and business Development Planning
 Opportunity Assessment and Development
 Financial Advisory & Execution
 Corporate Finance (Debt and Equity), and Venture Capital
 Performance Improvement & Business Architecture
 Business Alliances and Strategic Partnerships
 Corporate Restructures, Mergers, Acquisitions and Divestitures
 Technology Assessment, Solution-building & Implementation
TURNAROUND MANAGEMENT
 Crisis and Transition Management
 Turnaround and Rehabilitation Planning
 Asset and Liability Management
 Asset Disposals
 Debtor Relations
 Debt Restructuring and Workouts
 Market re-entry planning and Execution
 Organization, Management and Human Resource Redevelopment
 Business Forensics

KEY TO ENTERPRISE TRANSFORMATION

Palo Alto brings too its client assignments a set of core principles it calls the 5 Ms of
Enterprise Transformation. The 5 Ms are:
MONEY
The lifeblood of every enterprise, particularly in turnaround, is adequate capital. No
turnaround, program can be expected to succeed without this diminishing if not
already diminished resource. Money is not everything, but it helps every corporate to
have enough of it. Thus, ensuring a sufficient supply of it ought to be management’s
priority.
MARKETS
Customers and buyers are the reason for an enterprise’s existence. It is
Management task, whether the company is distressed, underperforming or doing
well, to defend its markets or win them back if it has began to lose them.
METHODS
It can cost the distressed enterprise a lot of money to continue using old, obsolete or
inefficient methods or technologies. Adapting to more suitable methods can mean a
marked improvement in both efficiencies (higher productivity) and economies
(reduce costs).
MACHINES
As with methods (the software) so with the machines (hardware) and other like
assets. Their continued presence in the balance sheet must be justified in terms of
the efficiencies and economies they produce. Otherwise, their replacement must be
planned for and financed, in line with a well-considered capital expenditure program.
MANPOWER
Absolutely the enterprise’s most important assets. Thus, the enterprise will be well-
advised to assess on an ongoing basis whether this resource has not, over the
years, grown in size beyond the needs of the business and must, therefore, be right-
sized as a turnaround or success management strategy; or have not been up to date
with new learnings and must be retrained or replaced in line with the performance
improvement programs.