Mid Market Staircase Photograph

MidMarket on Crossborder M&A at EuroGrowth

November 9, 2017 – Familiar faces and new friends from far and wide gathered in London this week for intensive review of M&A and strategic investment deal market activity for middle market companies across Europe, the Americas and Asia. While the number of deals has waned again in 2017, the value of the transactions and capital put to work has held strong at 2015 peak levels. Traditional lenders in the UK and on the Continent have remained active in spite of creeping regulation which has mainly left the U.S. market to Business Development Companies and Specialty Finance lenders as U.S. commercial banks nearly fully retreated. While Britain’s M&A activity is stronger than ever in spite of Brexit jitters; the business plans of many London-centric private equity firms is America. A particular highlight for me was chatting with David Wolfe (left in picture) about Eastern European market activity. Cheers!
-Patrick Hurley

How Acquisition and Leverage Multiples Relate to Your Company

ConstructionGreenCropSmOwners of entrepreneurial and family businesses should be careful about the banter of deal professionals about high relative value multiples and aggressive financing structures. They do not apply widely on a uniform basis, but there are ways to make them apply for you.

The often-referred barometer for conditions in the acquisitions market is a combination of EBITDA multiples and leverage multiples. Helpful as they can be for a discussion on valuation and borrowing capacity, these benchmarks rarely reflect the accrual sale proceeds and eligible advances on credit facilities.

There is wide consensus that a) there is a shortage of supply of independent non-sponsored middle market private companies for sale, and b) banks are once again eager to make loans. Strategic and private equity buyers are paying top dollar for strong companies and lenders are looking for new business for both expansion and funding shareholder liquidity transactions. This is a very good time for business owners to evaluate their options for financing and liquidity for shareholders. Doing that properly requires realism and a thorough understanding of all the moving and interrelated parts of the analysis.

While most business owners are not in the market to sell their business, it is almost certain that their companies have borrowing needs and may have further opportunities to invest in growth initiatives or even to make a strategic acquisition. It is worth knowing how both valuation and financing capacity apply for your company so that you can put the market references into a practical framework to rely upon as you plot strategies.

The M&A market is more transparent than ever, but also fickle and uneven so that sellers cannot take for granted that they will garner high multiples and loose terms. The willingness of the buyers to conform to a tightly managed sale process depends on the size and attractiveness of the target and access to vital due diligence material.

A large segment of the entrepreneurial and family-owned middle market is not comfortable loading a data room with information buyers need to flag issues that could lead to reduction of offer price or derail financing. As a result, most sellers are not able to require buyers to mark-up a purchase agreement as part of an offer.

Multiples can be misleading because when talking about them, sellers tend to exaggerate and buyers tend to be conservative to control expectations. The realm of add-backs and synergies is a creative place where persuasion and rationalization are finely tuned. Rude awakenings can also lurk if the buyer has the freedom to reshape what is being sold by way of carve-out marginal of business or create reserves that reduce price.

It often comes as a surprise to entrepreneurs and family-owned businesses that private equity firms on-balance are granted higher relative prices for businesses they sell and more aggressive financing terms for what they buy. It is really only logical that a party active as both a buyer and seller would be more attuned to the competitive dynamics of any market. It also only makes sense that an owner who follows the recipe for success…rigorous financial discipline, meaningful long term planning and top talent…will be rewarded when their business is offered for sale or seeking capital.

The value of a business that applies for a particular transaction is in many ways tied to the type and structure of the transaction. Raising growth equity is clearly very different from the sale of majority control, more as a result of structure and terms rather than price.

The balance sheet and actual free cash flow for the business have to be included for any value estimation to withstand the inevitable scrutiny of buyers and lenders. To rely on a multiple of EBITDA minus funded debt for estimated proceeds is unwise. Working capital and net asset adjustments can sink deals that may initially seem acceptable.

Lenders know that CFOs cut-and-paste the best features offered up by competitors vying to be selected for the financing. Senior debt multiples of EBITDA need to allow for working capital in addition to what does not remain in the company. Cash flow acquisition loans are virtually unavailable for businesses with less than $10 million in EBITDA and any kind of unsecured term loan is tough to snare.

Actual advance rates on fixed assets usually shock and disappoint borrowers as they become increasingly nauseous in reading through orderly liquidation appraisal reports. Even with working capital credit facilities, borrowers might not appreciate how eligibility and advance rates and excess availability requirements can squeeze actual borrowing availability.

The good news is that independent private companies are in high demand on every front. We would happy to provide our input on what you can do to take advantage of these opportunities.

Notes on Upcoming Hong Kong Event

Cropped portion of invitation1We are hosting an event at MidMarket on Thursday evening, March 7th. It has to do with the ins and outs of doing business in Hong Kong and China. We will be joined by some people whose experiences and insights may be very different than you might expect. This is made possible through the auspices of our good friend Louis Ho and the Hong Kong Trade Development Council and we have asked our client Frank van Lint to share some comments about an IPO his Dutch investment group sponsored in China which debuted on the Hang Seng.

Last month marked the ninth anniversary of our entry into China. You may remember it. Marriott Conshohocken : Patrick Hurley, late in the evening in Hong Kong, interviewing group of public company executives in a live feed to a big TV screen at the Marriott, where Graeme Howard led a discussion with a panel of executives of companies here with activities there. You may also remember Jim Papada of Technitrol, a Philadelphia company, which in a few short years had most of its employees in China, saying that if you are not already there it’s over.

This was all pretty interesting and activities around the event helped to get MidMarket into China in a meaningful way.

We’ve remained active in China, an ever interesting and ever complicated place to do business and have worked for a number of companies and some very large entities. But it’s such a big and diverse country, that if you’re not careful, you can end up trying to do business in the wrong places for the wrong reasons.

MidMarket partner Telu Tsai is pretty good at spotting the tight situations and navigating clients through them. Time and again, he would say to me “You need to understand, Chinese people think differently.” I think we understand that now. We’ve learned some other things; for example, it’s not only companies with high labor content products that can lower costs there. It can work just as well for those with high material content too.

For example, we are working with a company with a product where material amounts to 75-80% of total cost – surely not a candidate for off-shoring? Wrong. It’s done its homework, knows how significant its savings could be, and knows it would be foolish not to seriously plan manufacturing in Asia. There are many other stories like this. You have to know where and how to look.

There’s been one constant through it all, and that’s Louis and HKTDC. The HKTDC is conducting an event in New York City in June, with the March event at MidMarket serving as a preview. We will be joined by Lewis and his team along with other guests with interesting experiences in China.

This will be a good opportunity to get an update, to find out what predictions made way back when at the Marriott came true, hear something about a cross-border deal involving European investors in a now public HK Exchange company actually worked, and finally to get some insights into what’s going on and where you might want to be, and how to get there.

Open Season for Corporate Hunger Games

Graphic for blog April 2012 JPEG croppedCorporate buyers committed to growth through acquisition are stepping up their game to win the favor of owners of successful middle market companies. Although business owners strive to be meaningful players on the competitive scorecard, they often don’t actively prepare for the time when bigger players approach them. Most acquisition deals for entrepreneurs and family businesses are ignited by an incoming call from a senior executive at a larger company you know and respect. You may not be actively planning to sell, but you might consider the option when the buy-side is most eager to make an offer you may not want to refuse.

If you own a good business, you are not impressed by the idea that your company is an attractive target for a strategic buyer or a private equity fund with an agenda that you fit nicely into. What you may not know is exactly how real the alternatives are for grabbing the brass ring and having a shot at sweetening the profit in a deal. That is where MidMarket can add value for you to maximize those opportunities.

A common mistake by owners is assuming that the buy-side interest will be there whenever they decide to go to market. The fact is that a variety of factors outside of your control have an impact on the attractiveness of your company. You should be cautious about assuming that the market will be interested whenever it suits you. We suggest striking while the iron is hot.

What the majority of entrepreneurs and family businesses so often fail to appreciate is that people who own businesses for a living (corporate buyers and private equity firms) are fundamentally different from people who happen to own and work at the business they own. Professional ownership is motivated by the opportunities to grow and monetize the business, so different standards for measuring success apply. Unless you have actually participated in an ownership group involving a corporate owner or private equity owner, you most likely don’t really know their game. We can provide that input for your benefit so that you manage the interaction with prospective buyers or investors.

What is not surprising it that your competitors are plotting to succeed at your expense. They may not be as nimble as you or as capable, but they are very real and you must be ready to anticipate and respond to their actions. Strategic deals often trigger further activity and can also limit options. All the more reason to be out in front of your competitors on these matters.BeReady-blog

MidMarket can help you to take advantage of this surge in corporate acquisitions and ownership transactions. Just call us if you are interested in how we can be helpful. Contact us for a no-strings attached assessment of your situation.

Three years on and we are nearly 100% better…

chart-final-webThree years ago today the public equity market bottomed after a harrowing fall that slammed the broader financial markets. The first few months of 2009 tested the mettle of nearly all of us who rely on the smooth functioning of markets to provide capital for business owners. Stability has been restored and the private market is both flush and eager to invest. Professional owners of middle market companies are already in full swing taking advantage of opportunities to recapitalize at record prices. Fundamental improvement in several industry sectors has opened the market on a broad basis.

What are professional owners? They are asset managers who invest in private companies for the purpose of building and trading them for profit. They differ from most other private company owners because they have a laser focus on planning and executing to increase value that can be monetized. They concentrate on organizational muscle to strengthen management teams and systems, and then meticulously monitor progress toward the goal of sustainable growth at maximum margins. They come in all shapes and sizes and seek both minority investments as well as control positions. Even the control investors love for sellers to have a piece of the upside.

How about the rest of us? Most businesses under entrepreneurial or family control are at least a little less disciplined for a variety of reasons. The main reason is they don’t expect to be in the market in the near term and they mistakenly think that investors or strategic buyers will overlook their being out of shape. Then some market development or personal priority change motivates the discretionary participant to want their business to be judged as worthy as those of the professional owners. They don’t say it that way; they just expect a premium valuation that is as good as a similar company that has been groomed for maximum value. That is when it is most apparent that the biggest rewards go to those who run their businesses like professional owners.

Why does any of that matter? The stability and maturity that has been achieved in the market for investment in private companies combined with the predictability that is finally in place has opened more alternatives than ever for business owners to raise capital and monetize some or all of their illiquid value. Manageable volatility will continue and of course there are continuing economic and political risks. Nevertheless, conditions are positive and on the uptick; very real opportunities are there if you want to pursue them.

cocktail-napkin-blogLet’s appreciate that we have survived and have emerged smarter and tougher than most of us were three years ago. Ask yourself whether you have an interest in knowing just what growth financing and liquidity options are available for your business. MidMarket is here to help you take advantage of opportunities you might not even know are waiting for you. In the meantime, today’s anniversary is one that we can all celebrate!