The family shareholders of an industrial group contacted us to organise its sale. At the time, we advised them to postpone the sale due to soft market conditions. At their insistence, we organised a process that resulted in firm offers of 80 to 100. Again, we advised our client not to sell but, instead, to buy out family minority shareholders at a price of 100. We raised the necessary acquisition debt and engineered the appropriate financial structure.
Two years later, market conditions had become favourable for a sale. The group was profitable. It had European market share of 35% and was expanding. The acquisition debt had been repaid. We sold the company for 250.
On that occasion, our clients netted cash proceeds approximately 4 times larger than they would have, had we not put their long-term interest first.
A family company with Revenue of £ 80 million had a net debt of £15 million and was posting operating losses of £1 million each year. After a thorough study of the European competitive landscape, we identified large industry players who could have a strategic interest in acquiring the company. We organised a competitive bidding process between the potential buyers. Two of them proved to be highly motivated by the project. We achieved a stock value of £ 30 million i.e. an enterprise value of £ 45 million for a loss-making company saddled with debt.
A large international group contacted us after a two-year relationship with a major financial institution who had failed to enable the sale of a non-core division. Although the process took longer than our other projects, we managed to achieve the sale at favourable conditions for our clients.
We often succeed where others have previously failed, thanks to the intensity of the work that we put in each of our projects and thanks to the experience that we draw upon for the benefit of our clients.