How companies can orchestrate successful spin-outs
The economic fallout of the Covid-19 crisis has led many corporations to contemplate their asset allocations and performance of their capital investments, leading them to wonder if starting anew and or setting up a variable corporate structure can amass better economics. Join Myrna Soto to discuss how to orchestrate a successful spin-out, realigning established franchises, and separating divisions to form a new independent corporation.
Myrna serves on the boards of CMS Energy/Consumers Energy, on the New York Stock Exchange, Spirit Airlines, as well as New York Stock Exchange, and Popular, Inc., which operates under the brand names of Banco Popular, which is NASDAQ. She’s on both exchanges with three public boards.
Myrna is recognized as a governance and board leadership fellow by the National Association of Corporate Directors, NACD, and most recently served as the chief strategy and trust officer for Forcepoint. Forcepoint is a global security technology leader operating in over 150 countries. She led strategy around product development, market fit, and the elevation of brand recognition of the organization’s product portfolio. She was part of the executive team that led the transaction deal that successfully spun out that company from the parent organization to a growth private equity firm. She served also as COO of Digital Hands via an investment interest, which is an award-winning security service provider. She also was responsible for security operations, service delivery, global sales, customer success, marketing, and HR.
We spin it out because it’s a good asset, it could be financially attractive to spin out, and because it’s no longer part of our core focus area. I applaud companies that spend the time and energy to review their strategy and say, “Is this still the right strategy?”
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