18 September 2017 — Nguyen Thi Bich Ngoc's (DEALSTREETASIA) report on the state of Vietnam’s PE landscape in 2017 features our on-going work on the role of private equity in Vietnam’s economic growth. The market shows signs of improvement with much more potential to capture.
25 May 2017 — Reddal was invited as a speaker to “AVCJ Private Equity & Venture Forum Vietnam 2017” in Hồ Chí Minh City, Vietnam on May 25, 2017. We presented results from our on-going work on how venture capital and private equity is affecting growth in various countries.
7 December 2016 — Reddal was invited as a keynote speaker to “the 6th international conference on management of technology”, organized by IRAMOT and held in Tehran, Iran, on December 6-8, 2016. We presented results from our on-going work on how venture capital and private equity is affecting growth in various countries.
30 March 2016 — Low productivity is the main challenge facing Southeast Asian economies. There is a macroeconomic imperative to boost productivity but implementation is difficult. In this article, we address automation, efficiency and human capital development as key new business development areas in the region.
14 December 2012 — Although valuation is complex, in some situations a quick review is adequate to get an idea of the company’s value, key drivers to increase value or what is fundamentally expected of a business’ performance given a certain value, for example an asking price of a business up for sale. This article discusses the approach for conducting a quick basic valuation of a business.
21 June 2011 — Companies seeking growth often balance between growing through organic business development, and inorganic growth through mergers and acquisitions. Organic development is slow, as it takes time to develop and launch new products and technologies, a new business line or broader geographic presence. Programmatic “bolt-on” acquisitions provide an alternative value creation path with manageable risk.
5 January 2010 — Based on our work with SME companies, we have come across multiple paths that lead to a need for a drastic transformation – turnaround. We have noticed that managers are lacking tools and a process to complete a successful turnaround. In this article we introduce a systematic approach which is complemented with analytical tools and framework to manage a turnaround.