PwC’s Advisory practice in Singapore is led by more than 30 partners and directors, and supported by over 300 consultants. Our services can be broadly described as deal and business advisory, and are organised around client issues.
Under Deal Advisory, our core skills are in two categories of client issues, namely; Capital Markets, and Mergers and Acquisitions. In Business Advisory, our core skills are in Performance Improvement and Risk Management. Underpinning these core skills are deep industry knowledge. Globally, in PwC, there is a focus on 22 industry sectors and the five most relevant to our local and regional markets are featured here.
As a preview, members of the Advisory Leadership Team share their thoughts on client issues in their respective functional expertise.
Capital Markets
“The complexities and global nature of modern day business require optimum sources of capital to enhance business performance and shareholder value. More and more companies are seeking to optimise their capital structure through public listing, either domestically or internationally. This helps not only in raising funds but also providing liquidity to the stock, attracting institutional investors and enhancing a company’s visibility and positioning.”
~ Amitava Guharoy
Mergers and Acquisitions
“M&As are not without risks. Corporations need to secure the right deals at the right time and price, and integrate the acquisition to realise their strategic objectives. Just as importantly, corporations need to evaluate investment opportunities carefully, carry out due diligence thoroughly and know when to walk away. With so many moving parts to get right, it is no surprise that many acquisitions fall short of what acquirers look for.”
~ Ong Chao Choon
Risk Management
“Knowing what to do when things actually go wrong is just as important as preventing and detecting any wrongdoing whether by mistake or intent. It is therefore important that the organisation understands its risks, be it strategic or process-related, have a sound control environment and robust internal controls, and be alert to what needs to be done when a fraud occurs and/or when a dispute arises. Proactive organisations need to be able to seize control of such situations and react.”
~ Keith Stephenson
Performance Improvement
“Your challenge is simple yet almost impossible – identify value-destroying complexity and eradicate it, nurture value-enhancing processes, and focus on making your business run better. But how do you do this, who can you trust when every vendor has a product to sell you, and how can they be truly independent in expressing their views?”
~ Subramaniam Iyer
Financial Services
“As financial services strive to become more innovative and entrepreneurial, the war for talent is intensifying. Risks mount as products become more complex, organisations more diffused and the business environment ever more uncertain. At the same time, regulation is tightening in the wake of public and government pressure for improved governance, transparency and accountability.”
~ Dominic Nixon
