Buy-Side Private Equity Advisory
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Preqin Special Report: Subscription Credit Facilities
PREQIN June 2019 SPECIAL REPORT: SUBSCRIPTION CREDIT FACILITIES PREQIN SPECIAL REPORT; SUBSCRIPTION CREDIT FACILITIES Contents 3 CEO’s Foreword 4 Subscription Credit Facility Usage in Private Capital 7 Subscription Lines of Credit and LP-GP Alignment: ILPA’s Recommendations - ILPA 8 Are Subscription Facilities Oversubscribed? - Fitch Ratings 10 Subscription Finance Market - McGuireWoods LLP Download the Data Pack All of the data presented in this report is available to download in Excel format: www.preqin.com/SCF19 As with all our reports, we welcome any feedback you may have. To get in touch, please email us at: [email protected] 2 CEO's Foreword Subscription credit facilities: angels or demons? A legitimate and valuable tool for managing liquidity and streamlining transactions in a competitive market, or a cynical ploy for massaging IRRs? The debate continues in private equity and wider private capital circles. As is often the case, historical perspective is helpful. Private capital operates in a dynamic and competitive environment, as GPs and LPs strive to achieve superior net returns, through good times and bad. Completing deals and generating the positive returns that LPs Mark O’Hare expect has never been more challenging than it is CEO, Preqin today, given the availability of capital and the appetite for attractive assets in the market. Innovation and answers: transparent data, combined with thoughtful dynamism have long been an integral aspect of the communication and debate. private capital industry’s arsenal of tools, comprised of alignment of interest; close attention to operational Preqin’s raison d’être is to support and serve the excellence and value add; over-allocation in order to alternative assets industry with the best available data. -
Valuing the Employee Purchase of Employer Company Stock—Part II
VOL. 13, ISSUE NO. 4 OCTOBER 2010 Valuing the Employee Purchase of Employer Company Stock—Part II by Robert F. Reilly 8. Protective provisions and veto rights; 9. Board participation rights; Editor’s Note : The previous installment of this series sum- 10. Drag-along rights; marized the generally accepted valuation approaches related 11. Right to participate in future equity offerings; to the employee purchase of employer company stock. This 12. Right of fi rst refusal in future equity offerings; installment summarizes the impact of security-specifi c con- 13. Management rights; tractual rights and privileges on the employer stock valuation . 14. Access to information rights; and 15. Tag-along rights. Contractual Rights and Privileges Some contractual rights and privileges can separately (and Each of the above-listed contractual rights may relate to a materially) impact the stock value in an employee stock pur- particular class of employer company equity. More com- chase, as well as have an effect on the stock marketability and monly, these particular rights and privileges may only relate, control attributes. The valuation analyst should ensure that by contract, to a particular block of the company stock. For the value increment associated with contractual rights is not example, that block of stock may be the stock sold to the double-counted (i.e., both considered as a marketability/con- general employee group, the stock granted to identifi ed senior trol attribute and then added again as a contractual attribute). executives, or the stock retained by certain members of the company founding family. Each of these contractual rights and The analyst should also ensure that the full value increment privileges has a value. -
Understanding Private Equity in the Healthcare Market June 2019 Table of Contents
UNDERSTANDING PRIVATE EQUITY IN THE HEALTHCARE MARKET JUNE 2019 TABLE OF CONTENTS SECTION PAGE I. BCA Introduction 1 II. Healthcare Market Dynamics 8 III. What is Private Equity? 13 IV. What is a Recapitalization? 17 V. Appendix 20 I. BCA INTRODUCTION BCA IS ONE OF THE LARGEST HEALTHCARE BOUTIQUE INVESTMENT BANKS KEY FACTS 19 $6.4 billion 1 PARTNER-OWNED Total Investment Bankers Total Transaction Value 90% 10.9x 2 RELATIONSHIP-DRIVEN Closure Rate Avg. EBITDA Mult. For Healthcare Services Deals Closed in 2018 3 HEALTHCARE-FOCUSED 100 $85 million Total Transactions Closed Average Transaction Size 4 RESULTS-ORIENTED RELEVANT HEALTHCARE SERVICES TRANSACTIONS Recapitalization Sell-Side Recapitalization Recapitalization Recapitalization RecapitalizationSell-Side Recapitalization Recapitalization Recapitalization Recapitalization Recapitalization Recapitalization Recapitalization Recapitalization Led By Led By Led By Sell-Side Advisory Recapitalization Recapitalization Sell-Side Advisory Led by Led by Led by Led By to Led by Led By to UnitrancheRecapitalization Debt RecapitalizationGrowth Equity RecapitalizationSell-Side Buy Side Recapitalization Sell-Side Recapitalization Recapitalization Recapitalization Recapitalization Acquired Recapitalization Debt-Private placement Equity Investment Sell-Side Advisory Recapitalization Led By Led By Led By Sell-Side Advisory Led by Led by Led By to Led by to $113,000,000 1 OUR HEALTHCARE INVESTMENT BANKING TEAM EXTENSIVE INDUSTRY KNOWLEDGE & EXPERIENCED INVESTMENT BANKERS 2 3 DEEP BENCH 1 TRANSACTION EXPERIENCE -
2016-2017 MBA Courses for Finance Development Program Course Offerings and Descriptions
2016-2017 MBA Courses for Finance Development Program Course Offerings and Descriptions Preparing Financial Professionals for Success 1.0 About Training The Street: Training The Street (TTS) offers state-of-the-art, instructor-led courses in capital markets, financial modeling and corporate valuation. Founded in 1999, TTS is the world’s leading financial learning services company offering targeted and customized training courses to corporate and educational clients. TTS’s corporate clients include the world’s leading investment banks, consulting firms & Fortune 500 companies. We specialize in applied learning using practical examples and annotated guides. With more than 150 years of combined professional and teaching experience, TTS's instructors have worked across a broad spectrum of industries-from high-technology to retail-and across a wide range of financial disciplines-from investment banking, accounting, and financial research to global trade finance and credit risk management. Several of our instructors are Adjunct Professors at leading academic institutions. For more information on TTS, please visit www.trainingthestreet.com. Calendar of Courses Offered: 2016-2017 Finance Development Program 1) Excel Best Practices – Friday, August 19, 2016 (5:00 – 9:00pm), Koury 2) Introduction to Financial Modeling – Friday, September 16, 2016 (1:00pm – 5:00pm), Kenan 204 3) M&A Strategy and Corporate Valuation – Saturday, September 24, 2016 (9:00am – 5:00pm), McColl 2250 4) Anatomy of a Deal – Saturday, October 1, 2016 (10:00am – 4:00pm), McColl 2500 5) LBO Modeling – Tuesday, October 25, 2016 (4:30pm – 8:30pm), McColl 2500 6) Restructuring and Credit Analysis – Friday, November 11, 2016 (9:00am – 5:00pm), McColl 2600 7) Interview Preparation: Private Equity – Saturday, December 3, 2016 (9:00am – 11:30pm), McColl 2500 8) Interview Preparation: Finance – Saturday, December 3, 2016 (12:00pm – 3:30pm), McColl 2500 Detailed course descriptions are on the following pages. -
FT PARTNERS RESEARCH 2 Fintech Meets Alternative Investments
FT PARTNERS FINTECH INDUSTRY RESEARCH Alternative Investments FinTech Meets Alternative Investments Innovation in a Burgeoning Asset Class March 2020 DRAFT ©2020 FinTech Meets Alternative Investments Alternative Investments FT Partners | Focused Exclusively on FinTech FT Partners’ Advisory Capabilities FT Partners’ FinTech Industry Research Private Capital Debt & Raising Equity Sell-Side / In-Depth Industry Capital Buy-Side Markets M&A Research Reports Advisory Capital Strategic Structuring / Consortium Efficiency Proprietary FinTech Building Advisory FT Services FINTECH Infographics Partners RESEARCH & Board of INSIGHTS Anti-Raid Advisory Directors / Advisory / Monthly FinTech Special Shareholder Committee Rights Plans Market Analysis Advisory Sell-Side Valuations / LBO Fairness FinTech M&A / Financing Advisory Opinion for M&A Restructuring Transaction Profiles and Divestitures Named Silicon Valley’s #1 FinTech Banker Ranked #1 Most Influential Person in all of Numerous Awards for Transaction (2016) and ranked #2 Overall by The FinTech in Institutional Investors “FinTech Excellence including Information Finance 40” “Deal of the Decade” • Financial Technology Partners ("FT Partners") was founded in 2001 and is the only investment banking firm focused exclusively on FinTech • FT Partners regularly publishes research highlighting the most important transactions, trends and insights impacting the global Financial Technology landscape. Our unique insight into FinTech is a direct result of executing hundreds of transactions in the sector combined with over 18 years of exclusive focus on Financial Technology FT PARTNERS RESEARCH 2 FinTech Meets Alternative Investments I. Executive Summary 5 II. Industry Overview and The Rise of Alternative Investments 8 i. An Introduction to Alternative Investments 9 ii. Trends Within the Alternative Investment Industry 23 III. Executive Interviews 53 IV. -
Unpacking Private Equity Characteristics and Implications by Asset Class
Unpacking Private Equity Characteristics and Implications by Asset Class www.mccombiegroup.com | +1 (786) 664-8340 Unpacking Private Equity: Characteristics & implications by asset class The term private equity is often treated as a catchall, used interchangeably to describe a broad variety of investments. Such loose use of the phrase fails to capture the range of nuanced business ownership strategies it refers to and risks branding an entire asset class with characteristics and implications that are typically relevant to only a particular sub-category. Recently, this has especially been the case given the outsized global attention placed on the leveraged buyout deals of Bain Capital, a private equity firm founded by Republican U.S. presidential candidate Mitt Romney. In this context, popular discourse has inappropriately attached the label of private equity to a general practice of debt-fueled corporate takeovers that disproportionately focus on cost cutting. In reality, however, private equity refers to an array of investment strategies each with a unique risk-return profile and differing core skillsets for success. This article is intended to help family office executives better understand the nuances of the various sub-categories of private equity. It seeks to draw high-level distinctions, serving as a practical guide for investors entering the private equity arena, be it directly or through a more curated fund structure. Ultimately by understanding the characteristics and implications of each asset class, the reader should be equipped to make an educated choice regarding the most relevant and appropriate strategy for their unique profile. From a technical perspective, private equity is nothing more than making investments into illiquid non-publicly traded companies— i.e. -
Bfm Sem – Vi Corporate Restructuring
BFM SEM – VI CORPORATE RESTRUCTURING Multiple Questions:- 1. _________ merger involves firm engaged in unrelated types of activities. a. Vertical b. Horizontal c. Conglomerate d. Demerger 2. When existing company is dissolved to form few new companies, it is called as ________ a. Sin off b. Split off c. Split up d. All of the above 3. __________means an acquirer takes over the control of the target company. a. Joint Venture b. Takeover c. Disinvestment d. Demerger 4. The ___________means changing the structure of an organization such as reducing the hierarchical levels. a. Financial Restructuring b. Organizational Restructuring c. Corporate Restructuring d. All of the above 5. ________parties work together or a single project for a finite period of time. a. Strategic Alliance b. Joint Venture c. Disinvestment d. Franchising 6. __________means the action of an organization or government selling or liquidating an asset or subsidiary. a. Merger b. Joint Venture c. Takeover d. Disinvestment 7. __________ is an arrangement whereby the assets of two or more companies come under the control of one company. a. Merger b. Buyout c. Joint Venture d. Demerger 8. ________may be defined as an arrangement where one party grants another party the right to use trade name. a. Alliance b. Franchising c. Slump sale d. Joint Venture 9. ________merger is a merger of two or more companies that compete in the same industry. a. Vertical b. Horizontal c. Co generic d. Conglomerate 10. ____________ helps a firm to grow and expand. a. Corporate Restructuring b. Merger c. Takeover d. Demerger 11. In _________, company distributes its shareholding in subsidiary to its shareholders thereby not changing the ownership pattern. -
Sword Group 2014 Financial Report
Sword Group 2014 Financial Report 1,201 employees as at 31/12/2014 19 countries Revenue 2014: €117.1 million EBITDA: 16.1% CONTENTS 1 STATEMENT BY THE PERSONS IN CHARGE OF THE 2014 FINANCIAL REPORT P 3 2 INDEPENDENT AUDITOR P 3 3 DIRECTORS P 3 4 COMPANY INFORMATION P 3 5 KEY FINANCIAL INFORMATION P 4 6 GROUP ORGANISATION CHART P 5 7 OVERVIEW OF ACTIVITIES P 6 8 CORPORATE SOCIAL RESPONSIBILITY P 7 9 CORPORATE GOVERNANCE P 8 10 MANAGEMENT REPORT P 19 11 INDEPENDENT AUDITOR’S REPORT ON THE ANNUAL ACCOUNTS AS AT 31 DECEMBER 2014 P 43 12 ANNUAL ACCOUNTS AS AT 31 DECEMBER 2014 P 44 13 NOTES TO THE 2014 ANNUAL ACCOUNTS P 51 14 INDEPENDENT AUDITOR’S REPORT ON THE CONSOLIDATED FINANCIAL STATEMENTS AS AT 31 DECEMBER 2014 P 62 15 CONSOLIDATED FINANCIAL STATEMENTS AS AT 31 DECEMBER 2014 P 63 16 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AS AT 31 DECEMBER 2014 P 70 17 CONTACTS P 125 Sword Group – Financial Report 2014 V19-03-2015 Page 2 1 STATEMENT BY THE PERSONS IN CHARGE OF THE 2014 FINANCIAL REPORT 2014 Pursuant to Article 3 (2) c) of the Law of 11 January 2008 on transparency requirements for information about issuers whose securities are admitted to trading on a regulated market, I declare that these financial statements have been prepared in accordance with applicable accounting standards and that the financial statements present fairly, to my knowledge, a true and fair view of the financial position as at 31 December 2014, financial performance and cash flows of the Company and a description of the principal risks and uncertainties the Company faces. -
Deal Advisory / Global
Protect what is valuable Deal Advisory / Global We can help you achieve successful Sell Side transactions. Supporting growth through active portfolio management and successful divestments. Throughout this document, “KPMG” [“we,” “our,” and “us”] refers to KPMG International, a Swiss entity that serves as a coordinating entity for a network of independent member firms operating under the KPMG name, and/or to any one or more of such firms, and/or to KPMG Deal Advisory professionals working in KPMG member firms around the globe. KPMG International provides no client services. / 1 Your vision. Our proven Learn more about the six critical stages of capabilities. a divestiture and how we can help deliver portfolio value throughout the lifecycle. When it comes to selling a business, every decision counts. Our integrated team of specialists helps you make the right decisions throughout the sales process, combining Integrated services across deep sector knowledge and the foresight that the transaction lifecycle comes from experience. 1Portfolio Strategy 2Exit Options 3Prepare for Exit We take a practical 4 Deal Execution 5Pre-Close approach to 6Post-Close enhancing value. This document reflects a wide range of services and does not differentiate between those services that are permissible or not permissible for KPMG audit clients and their affiliates. Real results achieved by In addition, certain software and technology services, joining integrated specialists. with third parties in service delivery, are also subject to potential independence restrictions based upon the facts and Securing the best value for a divestiture is a circumstances presented in each situation. complex process that involves gaining a more objective view of your company and a more nuanced understanding of current market conditions, as well as divining the agendas of the buyers seated across from you. -
Employee Stock Ownership Plan Vs. Management Buyout
The following information and opinions are provided courtesy of Wells Fargo Bank, N.A. Wealth Planning Update Employee stock ownership plan vs. management buyout MAY 2021 Key takeaways: Jeremy Miller • When considering the transition of your business, a sale to an Senior Business Transition Strategist employee stock ownership plan (ESOP) and a management Wells Fargo Bank, N. A. buyout (MBO) are two alternatives that allow the business to continue to be run by your existing employees. Joseph Gilbert • An ESOP allows all of the employees to have ownership in the Financial Advisor business and can include tax advantages. Wells Fargo Advisors • An MBO allows you to choose which key employees the business is sold to. What this may mean for you: • It is important to review the strengths and weaknesses of an ESOP and an MBO and see how they align with the facts and circumstances of your situation in order to determine if either transition alternative is the right fit for your business. Transitioning a business is a monumental step for a business owner. Therefore, it is important to understand your options to have confidence that the transition option you ultimately choose is right for you. As you evaluate your alternatives, two options that are commonly compared side by side are an ESOP and an MBO. Approximately 25% of business owners transition via an MBO, while nearly 5% transition via an ESOP.1 Although the numbers show a preference for an MBO, a thorough review of these two options should be undertaken to know which path is right for you and your business or if an alternate path may be appropriate. -
The Stock Selection and Performance of Buy-Side Analysts
THE STOCK SELECTION AND PERFORMANCE OF BUY-SIDE ANALYSTS Boris Groysberg, Paul M. Healy, George Serafeim Harvard Business School and Devin Shanthikumar University of California, Irvine Forthcoming: Management Science May 2012 Abstract: Prior research on equity analysts focuses almost exclusively on those employed by sell- side investment banks and brokerage houses. Yet investment firms undertake their own buy-side research and their analysts face different stock selection and recommendation incentives than their sell-side peers. We examine the selection and performance of stocks recommended by analysts at a large investment firm relative to those of sell-side analysts from mid-1997 to 2004. We find that the buy-side firm’s analysts issue less optimistic recommendations for stocks with larger market capitalizations and lower return volatility than their sell-side peers, consistent with their facing fewer conflicts of interest and having a preference for liquid stocks. Tests with no controls for these effects indicate that annualized buy-side Strong Buy/Buy recommendations underperform those for sell-side peers by 5.9% using market-adjusted returns and by 3.8% using four-factor model abnormal returns. However, these findings are driven by differences in the stocks recommended and their market capitalization. After controlling for these selection effects, we find no difference in the performance of the buy- and sell-side analysts’ Strong Buy/Buy recommendations. JEL classification: M41, G14, G29 Keywords: buy-side analysts, sell-side analysts, -
A Glimpse Behind a Closed Door: the Investment Value of Buy-Side Research and Its Effect on Fund Trades and Performance
A glimpse behind a closed door: The investment value of buy-side research and its effect on fund trades and performance by Michael Rebello and Kelsey Wei May 2011 (VERY PRELIMINARY: PLEASE DO NOT QUOTE) ABSTRACT We examine proprietary research produced by buy-side analysts working for a large fund management company. Their primary research output is an estimate of the expected excess return for each stock they cover (buy-side alpha). We find that, for up to one quarter, buy-side alphas and changes in buy-side alphas consistently signal investment value. Moreover, buy-side alpha changes have greater investment value than changes in consensus sell-side recommendations. Portfolio managers working for the company make trades that are consistent with changes in buy- side alphas. Moreover, when the managers trade a stock that is not covered by a buy-side analyst, their trades are consistent with changes in buy-side alpha estimates for other stocks in the same industry. Trades are more sensitive to buy-side alphas and less sensitive to changes in consensus sell-side recommendations as the fraction of the fund’s holdings covered by buy-side analysts rises. Finally, fund performance improves with reliance on buy-side research. School of Management, University of Texas at Dallas, Richardson TX 75080. We alone are responsible for all errors. 1 A glimpse behind a closed door: The investment value of buy-side research and its effect on fund trades and performance ABSTRACT We examine proprietary research produced by buy-side analysts working for a large fund management company. Their primary research output is an estimate of the expected excess return for each stock they cover (buy-side alpha).