Sleepless in LA

Yesterday was a long day.

It began with the 3.00am alarm call in Kimpton, Hertfordshire. It ended 28 hours later when the lights went out in Los Angeles. I could not sleep.

Partly jet lag (8 timezones in one go is definitely beginning to get too much) and still on a reasonable high following the UK trip, my mind was focused on what had to be done in New Zealand over the next couple of weeks.

And it is to NZ, that Jacqui and I leave for today. Another 12 hour flight and another 4 timezones, plus the Dateline to cross. It all means we depart the USA on Monday evening and arrive NZ on Wednesday morning. So what happened to Tuesday? And who said flying was fun?

LAX in View

Because of the delayed return to New Zealand, Jacqui and I had to re-organise our return dates. Despite the best endeavours of our excellent Tauranga-based travel agent, we were unable to return via our preferred Hong Kong route. There are simply no seats available on the HK – Auckland leg.

That is actually quite scary. It was a similar story on the Singapore – Auckland and KL – Auckland routes. Apparently, it is down partly due to the influx of Asian students returning to NZ for the start of the new academic year. Good news of course for the airlines, but for business, New Zealand is actually cut off at the knees. Business people simply cannot find easy flights home at this time of the year.

So LAX it is. With Iris checks, finger dabs and a welcome from Mickey Mouse.

Restructuring

The WH Consultancy is currently engaged in a major restructuring process which includes HBI Software and HBI Sales in Bangalore, together with Strategy Analysis Limited in the UK.

Realigning a group of businesses around a product or suite of products, rather than offering explicit third party ICT development services, impacts in a number of ways. It has an immediate impact on management structure and focus, an immediate impact on capital and cashflow, and a wholly new set of business models to absorb.

Add to this the global dimension of the different parts, and the challenge might at first seem daunting. In fact, this is not necessarily the case. Because the different parts are located in significant but distinct geographic regions, it provides the restructured entity with a foothold in several important overseas markets.

Assisting me in this restructuring process has been NZTE and their global network of offices. As part of the due diligence process, I have, over the past few months, had meetings with their representatives in London, UAE, Singapore and Los Angeles.

Last week, I received a Beachhead Programme Application Form from NZTE. The Beachhead Programme is one of the best and, in my view, most useful of NZTE's programmes at assisting NZ businesses engage with offshore markets. It provides accredited NZ businesses with immediate access to a Local Board of experienced practitioners who each have that most invaluable local asset. A network.

Rather than focusing on the challenge of the restructuring therefore, I am focusing on the opportunities that it will bring. The support is there. So is the resolve.