Attending the Canadian Semiconductor Council Summit in Ottawa (Tuesday, February 6th) was an excellent opportunity to participate in a focused discussion on Canada’s current and future semiconductor strategy. Not only was the discussion open and bringing in the key representatives from the relevant players present in Canada but there was also direct participation of key government officials. This direct coupling of discussion and (government-supported) execution made the Summit a unique event, superbly managed and led by Paul Slaby and his team.
Building on Canada’s rich semiconductor history (who does not remember ATI, Newbridge, and Mitel to name a few), Canada today is focusing on growing its role in the semiconductor supply chain for EVs. The important role of Canada in this supply chain, ranging from power electronics to batteries, is highlighted by some of the key players choosing Canada for major parts of their operations. Infineon choosing Ottawa as its center of excellence for power electronics is a good example of a major player in the automotive semiconductor market choosing Canada as a key location for its activities. Research, development, and production of key components using the latest technologies such as GaN and SiC is going to be strategic to maintain and grow current market positions.
The path to innovation is laden with unique and often substantial cost drivers that set these ventures apart from their more conventional counterparts. To handle these costs effectively, you need to understand them clearly and plan your finances and resources carefully.
At a later stage we will provide a series of postings on how to build and maintain your company’s dashboard. Most importantly, we cover how to use it. The most eloquent dashboard does no good if it is not properly used.
As a Management Team, you need to make the dashboard the central point of engagement.
If your startup is getting acquisition interest, congratulations! But should you sell to a private equity firm or a strategic buyer? Private equity (PE) firms and strategic buyers have fundamentally different financial approaches to M&A. This is because of their contrasting goals, investment strategies, and operational priorities.