Today's technology landscape is undergoing great change, generating new opportunities for entrepeneurs and innovators, incumbents, and investors. The demand for innovation coupled with the quest for true product value has created conditions for advancement and success. Although advancement can be realized through circumstance, enduring success is the result of deliberation. In today's competitive technology and capital markets change does afford opportunities.
New Era Partners is a premium value consulting enterprise designed to assist the venture capital community and corporate management resolve operational issues confronting companies across high technology industries. With nearly 80 years of combined staff experience in operations, product management, product development, IT oversight, marketing, and sales experience New Era Partners is in the position to deliver practical, proven, and profitable assistance - assistance that guides businesses to achieving leadership in their chosen industries.
Support services are available for the entire investment process including investor due diligence, management team appraisals, technology assessments, market evaluations, and milestone (project, operations, and financial) validation. For established clientele confronting operational challenges, New Era Partners provides troubleshooting support in the areas of business strategy, sales, marketing, product strategy and management, and product development.
Core to the company’s values is personal involvement through commitment and collaboration. The sharing of knowledge and experience coupled with constructive engagement allows New Era Partners to nurture companies and organizations toward achieving meaningful business objectives.
Central to every engagement is the need to fully grasp and assess a client’s organizational capabilities and applying them to defined business objectives. To that end, New Era Partners subscribes to a number of organizational and management frameworks, including that presented by Clayton Christensen in The Innovator’s Dilemma.
Three classes of factors affect what an organization can and cannot do: