Going public, the be all and end all to economic relief for the right companies. If you have a solid business process, profits, a solid infrastructure and scalable business model then yes, going public may be just what you need to get to the next level. Make sure your IR is set up and budget long term for this solution and keep your C level executives on TV and radio and other mass publicity venues that will have your stock price above the name of the company, below the executives name.

But if you are going public because you’re broke and a startup, the combination of the two is a stew that guarantees failure. Investors will poke holes in your business model, corporate infrastructure and board of director pedigrees faster than you can say ‘pump and dump’ and when they do, know this, it will be public and it will be messy.

When going public you need to make sure that your executives are the most elite of the elite and that each board member is serving a specific purpose and contributes in specialty niche as well as offering a recognizable name, whether the name be their name or the company that they represent.

Your executive lineup needs to read like the who’s who of the industry. Your strategic alliances need to look like an ocean of executive samurai lined up to trample any company that could represent even a modest competitive notion.

Your attorneys need to instill fear in defamers and your compliance auditors need to be squeaky clean with a reputation for never bending to the ease of shortcuts. These things, when combined with each other will create massive investor confidence with rapid volume trading growth and an overall business model that will thrive in the public marketplace.

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Listen carefully because this is the truth that no one wants you to know.Whether you’re a public or private company, expansion should always be at the forefront of your mind. The key to domestic and international expansion is strategic partnerships and publicity. The element of each of these mandatory prerequisites is the almighty contact, nothing happens without them. There is nothing like making a call, giving a quick pitch to a friend and helping them see the light and discovering miraculously that your company is the answer to their market demand, there you go, that’s your first strategic alliance, the first of many.

Facilitating the most effective expansion strategies will typically find success with the consultant with the most contacts. Don’t try to do this yourself; if you had the contacts needed for this process you’d have used them by now, no offense.

Bring in someone fresh. Bring in a strategies consultant that deals globally on a daily basis with industries in all spheres including public, private and governmental, east and west.
The economic power a company can achieve with just a month or two of services from a true strategies consultant can completely transform your existing and future entity’s existence.

Imagine the power in massive globalization and introductions to powerful CEOs, COOs and CFOs and shareholders and other decision makers in industries that are inter-reliant and just click.

A strategies consultant or consulting firm can give you in a month what your sales force couldn’t give you in a year, expedient and grand expansion in all geographic localities at a fraction of the cost.

Think about it! The same way special interest groups use lobbyists, you can use a strategies firm. Its how all the big guys are doing it. Sometimes the smallest moves make all the difference.

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So is business a form of warfare? If it is who are the pawns and who are the kings? Let’s look at the facts and past the 1980s clichs that chant: Greed Is Good and Business Is War as those chanting these phrases are often on the sidelines and not gifted enough to be on the field and playing and have no choice but to live vicariously through those they are jealously watching.

Everyone wants to be a player but in this industry you need a lot more than drive you need connections and capability. By connections I mean global political, global corporate, international finance and more. By capability I mean nerves of steel, the ability to bath in acid and swim with sharks and eat class for breakfast. This is one of the most stressful industries I know of with a burnout rate that is off the charts and any other global consultant that I know has struggled with their demons to stay on the top of their game. Business, by all categorical definition is War.

There are winners, losers, economies rise and economies crumble all because of global commerce. Global commerce as you know is control over the masses by an elite few. The elite are not the government officials as they themselves are pawns in a much larger game that even they don’t understand. Commerce and finance are numbers on a computer screen and fractional reserve lending, the IMF and other organizations at the end of marionette strings to impose the will of the elite on the global populace.

War in the form of economics is ongoing whereas war with guns and the military is to make a statement. Economic warfare is trade sanctions and limiting technology that will enable a developing nation to grow which will disable their industrial capabilities so that instead of a thriving economy they are dependent on the involvement by industrialized nations. With the Bretton Woods Convention in 1944 and the reconstruction of Europe and the doing away with the gold standard the above mentioned Numbers On A Screen are dictated by who holds the most economic collateral to enforce their idea of numbers.

This group of elites has the economic and military power to impose its will and enforce the idea that the numbers that they place on that screen are etched in stone and if those numbers demonstrate a Loan to a developing nation, though no actual empirical capital has been transferred, that developing nation now becomes a willing pawn in the overall game of economic warfare. So there you have it, business is indeed a form of warfare. This industry of global finance serves as the royal court while those around us are forced to play by the rules we invent and enforce.

I’m not saying that this is a good thing, I’m not exactly proud to be part of the problem but this is the awkward reality. I know you’re waiting for a happy ending or an idea that will help create a solution but I don’t have one.

When my firm is brought in as a strategist and alliance facilitator for global rollups, acquisitions, mergers and IPOs we try to create as many jobs as possible but let me ask you, by creating more jobs are we just perpetuating the problem of the masses being controlled by the few?

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So many companies dream of going public both as a growth and exit strategy but unfortunately few succeed with this process. The third party audit, sponsoring of the S1 and 211 by a market maker and SEC comments stage is just one of the obstacles involved with taking a company public. The attempt at going public and actually achieving a symbol are two entirely different things and if you are lucky enough to achieve a symbol there’s a completely separate area of expertise needed to keep your stock trading and to preserve a company’s longevity in the marketplace.

Here are some things you need to keep in mind when gearing up to take your company public. Forget everything that you’ve read and heard and pay attention to what you’re about to read because this is the straight forward, objective reality of the process. First, do not hire an attorney to take you public as they will take you on a long drawn out process to get as many billable hours as possible, instead, hire a consulting firm whose sole business model is to take companies public and take advantage of the relationships that they have with attorneys. This is the first rule: hire a consulting firm that offers a complete A to Z turn-key solution for taking a company through the process of going public, achieving a symbol and preserving the trade with a solid, ongoing post public investor relations strategy.

Next, when you’ve decided on a consulting firm evaluate their team, don’t ask for references to call to research their track record, better yet, ask for symbols of previous clients and links to the Edgar database to check out current deals in the comments stage. The proof is in the empirical track record, not potentially fraudulent phone references that are easily engineered and BS.

Now look at their team. Make sure that the consulting group has a solid legal team, market makers, investor relations team, auditing group and someone well versed in the comments stage response as this can be one of the major hang-ups in achieving your symbol in a timely manner. Also, most important, they absolutely MUST have a solid group of investors to fund the process for equity and to sell their shares into the marketplace post public to create a market for your stock as well as a network of market makers familiar with your deal to piggyback off of the sponsoring market maker’s 211.

About one month away from symbol achievement you’ll want to meet with your consultants to get a solid IR strategy together for a big offering dbut. You will want to set up a strategy for 30 day IR intensives every other month with general corporate publicity strategies in between. I suggest changing your IR firm each quarter to keep it fresh and open up your trade to a new network of investors.

One special note to consider is that when you are raising your initial round of capital from seed investors, the fastest way to do this is to have a fist full of contracts and purchase orders in hand to strengthen your position and publicize this reality with an arsenal of press releases. Its 100 times easier to raise capital if you are showing seed investors a handful of ‘soon to be’ cash than to solicit them empty handed.

Obviously there are a multitude of other issues that you need to take into consideration when going public so find a consulting firm that can help you make it happen. Don’t try to venture out into these waters on your own as you’ll be diving into shark infested waters and you’ll almost certainly fail.

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