James J. Franklin
Director, Corporate Finance

Entrepreneurial financier, investment banker, and corporate advisor, Jim Franklin heads Monticello Capital’s capital acquisition and corporate finance practices. He advises clients worldwide in a broad range of business sectors on capital finance, strategic growth the execution of strategy, operational improvement measures, mergers and acquisitions, and investor relations. He is a recognized international expert in accelerative growth, and he has served as the CFO of four development-stage technology corporations.

Expertise

Capital Transaction Structure
Capital Raises
Investor Relations
Corporate Growth Strategy
New Market Expansion
Entrepreneurial Business Planning
International Mergers and Acquisitions
Senior Executive and Board Advisory Services

Industries

Aerospace and Defense
Real Estate
Entertainment
Biotechnology
Pharmaceutical
Financial Services
Renewable and Alternative Fuels
International Import-Export

Advisory

BAE SYSTEMS
Textron
MBDA
The Weiser Companies
SPARTA Solutions / Westec Security
Evans & Sutherland
Challenger Corporation
Phoenix Theatres

Degrees

B.S., Mississippi State
M.A., University of Alabama

Exec Ed

MIT
Kaufman Center

Veteran

US Air Force Fighter Pilot/Test Pilot
Lieutenant Colonel USAF (Retired)

Bio

Born 1952, Mississippi
Married
One Son
Three Grandchildren

Downloads

Executive Biography    (US format)   (A4 Format)

High Resolution Photo

Jim Franklin on International Mergers and Acquisitions

We’ve seen a spate of failures in the international M&A arena, and I believe the results were predictable. When corporate strategists in large companies forsake small business basics to bureaucratic processes the resulting, merged organization does not take advantage of and maximize the inherent values in the acquisitions targeted in the first place. It is imperative that acquiring companies use the entrepreneurial spirit ingrained in the acquisitions and not blindly try to inculcate an ineffective bureaucracy into a profitable business. It is, after all more important to build a team of the parts and to exploit what made the smaller company good in the first place. How? Focus on transitioning with an eye toward integrating strengths rather than putting a brand on a new business division, and always return to profit and earnings growth as your measure of merit, not revenue alone.