A team of 20 bankers is spread across Hong Kong, Singapore, and Australia, with 50% of
their work in the M&A space and with the bulk of their work being sell-side M&A
mandates. Their client base was largely non-recurring; however, around 70 corporate
relationships provided regular business, amounting to 35% of their annualized revenue
stream. Most of their activities tracking and client engagement on deals were maintained
on MS Excel and Word files, with emails saved in various Outlook folders. The flow of
intelligence and information across teams was poor and inefficient; there was a clear
need to address productivity loss and decision-making quality. The firm also wanted to
run its prospecting process on M&A transactions in a way that allowed it to leverage
past transaction intelligence and prospecting data more effectively.