Engineering | Architecture | Design-Build | Surveying | Planning | GeoSpatial Solutions September...

Copyright © 2014 Merrick & Company - All rights reserved.

Merrick & Company Profile

Why International?

Developing an Approach?

Internal Factors?

External Factors?

Lessons Learned

Future Growth

Questions

Discussion Topics


Merrick incorporated 1955Market leadership:

GeoSpatial, Energy, Nuclear, Bio-Labs, National Security

Merrick revenue: $110M 500+ staff, 75+ international

International highlights Honduras GSS – 1994

Mexico subsidiary – 2002

Canada/Colombia – 2006

International focus – 2011

2020 Vision – 20% of profit from international programs

Continuing Merrick’s Legacy OCONUS


Why?

Additional revenue source to replace declining government domestic markets

Well established (“older”) technologies and workflows are sometimes “cutting edge” OCONUS

Expands customer base

Increased profit margins

It’s a move successful businesses are making

Inserts new thought & generates enthusiasm

Approach

Opportunistic leveraging skillsets/competencies

Create an organizational focus

Determine your ethical approach (compliance requirements)

Develop local teammates

Define success…multi-markets in region

Pipeline development

Leadership – Thought, Technology & CSR

Why International?


Factors

Executive management involvement – more than buy in

A strategic plan – with goals

Go/NoGo decisions

Funding business development

Funding legal assessments & legal entity development

ITAR/EAR compliance

Deciding what cultural markets you are comfortable in

Don’ts…

Allow executive management to task this out like a project

Do it piecemeal

Disperse decision-making

Focus all in one budget

Bid before assessing the risk

Downplay compliance because it won’t apply to you

Go where you’re not comfortable eating their food or drinking their drink

Internal Factors


Factors

Focus on countries with strong USG (compatible) links – both government & commercial

Ensure multi-market capability

Business maturity – both market and dispute resolution

Tolerable tax regimes

Market & opportunity specific visibility

Language & culture

Their perception of you

Unlimited financial resources

Arrogance

We force deals – and don’t look for win/wins

We don’t care about people (as much)

Most put high value on our culture of opportunity

The Gold Standard

External Factors


Balance Risk with Reward with Fit & Focus


International Strategy - 2020


Predictability is a moving target

Success in one market does NOT necessitate success in another

Patience is a necessity – expect long decision-making processes

Adding value in “their mind” increases Pwin

Not everyone who wants to work international should

Start small & build on success in each market you access

Metrics must match market reality

Focus is critical

Lessons Learned


Expanding the LATAM market outside of our mature geospatial play

Bio-research laboratories almost anywhere but focused on our areas of interest

Energy in Africa

Following USG National Security & Defense projects – including supporting our international partners

Maintaining opportunistic growth while being more strategic

Future Merrick Growth


For more information contact:

Richard Boehne

Vice President – International Business

+1-703-403-1584

Skype: rtboehne.now

[email protected]

Questions or Comments?

mailto:[email protected]

Engineering | Architecture | Design-Build | Surveying | Planning | GeoSpatial Solutions September...

Documents

Transcript of Engineering | Architecture | Design-Build | Surveying | Planning | GeoSpatial Solutions September...