Monday, April 21, 2025

Private Equity Pricing

Background

Private equity placements are minority (less than majority) investments in the ownership of private businesses that need capital for a variety of reasons, including: to expand operations; to restructure their balance sheets; to enter new markets; or finance major business acquisitions.

 

Generally, businesses that seek private equity funding generate revenue and operating profits but are not able to produce sufficient cash flows to support new initiatives, or to borrow needed funds from senior lenders. 

 

Private equity investments can be in the form of ownership units (common stock, preferred stock, partnership units or LLC units, depending on the legal structure of a business); or in subordinated debt with warrants, also referred to as mezzanine capital, which are loans which require periodic interest payments and allow holders to buy business ownership units in the future for a de minimis price per unit.  

 

Issuing new ownership interests in a business is usually very costly to existing owners in terms of the ownership give up, the likely loss of management’s prerogatives to run the business as they wish, and the potential for additional ownership dilution if the business plan, on which the new equity investment is based, is not accomplished.  

 

On the positive side, additional equity capital allows a business to pursue opportunities it could not otherwise undertake. The important issue for existing owners is to weigh all of the costs and risks associated with the issuance of new equity against the potential increase in their personal wealth resulting from accomplishing the business plan that requires the new equity capital.    

 

Private Equity Analysis

Key metrics in a private equity analysis are the estimated "pre-money" and "post-money" values of a business, and the ownership splits immediately after the equity financing.  

 

The estimated pre-money value is the value of a business (that is, its enterprise value less its liabilities) before the new equity funding is added to a company’s balance sheet.  

 

The estimated post-money value of a business is equal to the sum of the pre-money value, plus the amount of new equity investment, minus issuance expenses.  

 

Subordinated debt with warrants is a hybrid security. The principal amount of the subordinated debt is not added to the post-money value of a company because subordinated debt is a debt obligation. It adds identical and offsetting amounts of assets and liabilities to a company’s balance sheet and therefore provides no net change in the value of a company. While the value of warrants "attached" to subordinated debt are expected to be valuable to subordinated debt investors, their value to a business at the post-money valuation date is immaterial.

 

Estimated pre-money and post-money values are unique amounts that are derived from the interaction of a large number of financial forecast assumptions and investment inputs. Accordingly, changes to assumptions or inputs will result in changes to both values. 

 

Building a Private Equity Model

The amount of equity and/or subordinated debt sought in a private equity placement is usually an amount that bridges the gap between a conservative estimate of the amount senior lenders will lend a company and the total funding a company needs to achieve its long-term financial plan.   

 

We suggest forecasting, by month, the first two years subsequent to the planned private equity placement to determine if the amount of equity capital sought is sufficient to withstand expected monthly variations in net sales and cash flow; and to satisfy intra-year compliance with debt covenants. Funding and compliance that may appear satisfactory on an annual basis may not be so during yearly interim periods.

 

Key assumptions and investment inputs used to create private equity analyses include:
  • The sales, profit, asset and liability assumptions contained in a business’ five-year forecast. Because additional equity capital usually supports higher growth rates than can be accomplished without that funding, it is possible that the original five-year forecast (without the new equity capital infusion) should be adjusted to reflect increased business opportunities.  
  • The amounts, investment types and pretax annual rates of return (RORs) required by new investors on their equity and subordinated debt investments.
  • The EBITDA multiple used at the end of the forecast period to estimate the gross value of a business at that point in time. That gross value, minus the liabilities of a company retained/paid off by the investors at the end of the investors’ ownership period, is a proxy for the pretax value of all investors’ future interests. That residual value is the amount that is divided among the original and new equity investors in accordance with their respective percentage ownership interests.


New investors annual pretax rate of return target on common and preferred stock investments is effected by a number of factors, including: the level of competition among investors for private equity investments; the perceived risk associated with an investee’s industry and the likelihood of achieving the forecast results; the rate of return target for the investor’s private equity fund; and possible dilution in ownership percent due to possible follow-on financing rounds.  

 

Generally, the higher the pretax rate of return required by new investors, the lower the pre-money valuation of a company and the lower the percent of ownership retained by the original equity investors.  

 

Providers of subordinated debt typically want to earn a total rate of return on their investment in the 15-20% range, with that return coming from the combination of quarterly interest payments and a share of the sales proceeds when a business is sold. As such, the higher the coupon rate on subordinated debt, the smaller the share of the sales proceeds paid to subordinated debt holders when the business is sold.  

                  

The EBITDA multiple used to value a business at the end of the five-year forecast period is a key private equity valuation assumption. Like investors’ annual pretax rate of return targets, EBITDA multiples vary over time due to changes is various economic, credit and competitive conditions affecting the market for business investments and acquisitions. 

 

Sunday, April 20, 2025

LBO Pricing

Background

A leveraged buyout (LBO) is a type of business acquisition in which a buyer (typically a private equity partnership) acquires a company and uses debt to finance a significant percentage of the purchase price.  

 

The proportions of debt and equity capital used to finance LBO transactions depend on a number of factors, including:

 

  • Credit market and general economic conditions. 
  • The historical and forecasted operating performance and management expertise of the company to be acquired.
  • The ability of the acquired company to meet forecasted interest and principal repayment requirements.
  • The market value of the tangible assets to be acquired.
  • The buyer’s appetite for financial risk.

 

In an LBO transaction, the assets of the acquired company are pledged as collateral for debt, and the acquired company (or a newly formed company containing the assets of the acquired company) is the borrower. The debt is usually in the form of secured bank loans and, if the acquisition is of sufficient size, subordinated debt provided by investment partnerships.

 

LBO debt is almost always non-recourse to the business buyer, meaning the buyer is not liable if the debt is not repaid by the borrower. If the borrower defaults on the debt, the lender(s) may seize the pledged collateral, and debt recovery is limited to the amount realized from the disposal of the collateral.

 

The LBO form of business acquisition is attractive to business buyers because they need to fund only a fraction of the acquisition purchase price. This funding strategy reduces the buyer’s at-risk equity investment, and enhances his return on investment, if the acquired company performs as expected.  

 

If the acquired company does not perform as expected, the debt service requirements of a leveraged capital structure can range from very challenging, to a situation in which the buyer’s equity investment is worthless.

 

LBO Pricing

LBO pricing uses the financial structure and analyses techniques employed by LBO buyers to estimate the value a business. The valuation presumes the business buyer is a “financial buyer” (for example, a private equity partnership) that owns no other company in the acquired company’s industry and, therefore, expects all of its investment return to result solely from the forecasted performance of the acquired company.    

 

An LBO valuation is typically built on a five-year financial forecast of the acquired company’s operations. The valuation analysis forecasts the operations of acquired company during the forecast period, the debt and other liabilities repaid during the ownership period and contains an assumption about the multiple of earnings a business will be sold for at the end of the ownership period. By targeting pre-tax annual rates of returns on equity and subordinated debt investments consistent with those sought by private investment funds, an LBO valuation estimates the purchase price a financial buyer should be willing to pay for a business to achieve those returns.  

 

In general, an LBO valuation estimates the minimum current value of a business since buyers who already own similar businesses and would benefit from operational synergies with the acquired company, will usually pay more for a given business than will a financial buyer. These synergistic buyers are also known as "industry buyers".  

 

An LBO valuation model can emulate industrial buyer pricing by adjusting the financial forecast of the acquired company to fit its revised ownership - generally by increasing forecasted sales and/or reducing costs and expenses of the acquired company due to its ownership by a complementary enterprise. 

 

Saturday, April 19, 2025

Mitigating Principal-Agent Misalignment in M&A Transactions

Mergers and acquisitions (M&A) transactions are inherently complex, involving multiple professionals with varying incentives and goals. Steven Levitt and Stephen Dubner, in Freakonomics and SuperFreakonomics, explore how compensation structures can create conflicts of interest. While they do not specifically focus on M&A activity, they do highlight a key issue: investment bankers are often incentivized by deal volume, not by the quality of the deals they close. This can result in a situation where their goals diverge from the best interests of their clients - what are called principal-agent problems.


The misalignment extends beyond investment bankers and brokers to a broader group of agents involved in M&A transactions - what I call the "M&A Academy" - which includes lawyers, accountants, and valuation firms. While these professionals usually get paid for their services regardless of the transaction outcome, their long-term success is closely tied to transaction generation and volume. Simply put, the more deals they're involved in, the better it is for their future compensation.


Some Academy professionals view M&A deals as a steppingstone to future business, especially with buyers and sellers who are involved in multiple transactions. Accountants and lawyers, for example, may want to establish a relationship with the buyer to provide ongoing services after the deal is closed. Similarly, valuation firms may seek to offer future services to the acquirer, potentially creating a misalignment between the business seller's interests and those of the advisor.


A major contributing factor in these misalignment issues is that business sellers are typically one-off participants in the M&A process. They don't have the same ongoing relationship with other parties that their advisors do. With the stakes so high, business owners can easily feel pressured by advisors who may have post-transaction opportunities in mind.


Protecting Seller Interests
How can business owners mitigate principal-agent misalignments? A key is to determine and protect the disclosure of the seller's minimum cash selling price objective. A business seller has the power to say yes or no to the selling price, terms, and other conditions of a deal. While it is common to rely on advisors for guidance on the structure and details of a transaction - due to the asymmetry of experience and education -sellers do not have to disclose their minimum acceptable price to anyone involved in the transaction. In fact, divulging the minimum cash price will likely result in that figure becoming the near-maximum the seller will be offered.

Sellers who keep their minimum acceptable cash selling price confidential can avoid the risk of advisors pushing them toward deals that don't meet their financial goals. This minimum cash price should exclude the value of any contingent earnout amounts offered by the buyer. Additionally, it is advisable to add the amount of any escrowed funds required by the purchase agreement to the minimum acceptable cash price, as these funds can sometimes be targeted for recapture by certain buyers.


Conclusion

There are many divergent interests at play during a business sale, often subtle and difficult for sellers to mitigate. An essential protection strategy is for sellers to establish a clearly defined, realistic minimum cash price and keep it confidential. This approach allows sellers to maintain control over the most important factor in deal negotiations (cash at closing) and to mitigate pressure by agents with potentially different objectives.

Wednesday, March 12, 2025

Second "Kick at the Can" Reality

Former owners who marvel at the terrific return on the shares they purchased in “Newco” probably sold “OldCo” for too low a price.

What about the reality for the “OldCo” owners who were not offered shares in “Newco”?

Friday, March 7, 2025

Thomas G. Folliard - Background

The following is a comprehensive summary of my background and experience which lead to the development of the Corpfin.Net software. 

Thomas G. Folliard

President at Corporate Development Resources, Inc. | Corporate Finance & M&A Advisor
Milwaukee, Wisconsin Area | Financial Services


About

Seasoned corporate finance executive with experience helping middle-market midwest companies increase profitability and market value. Specialized expertise in business acquisitions & divestitures, capital raising, financial restructuring, and strategic planning. Former investment banker, venture capitalist, and Fortune 500 CFO with a proven track record of guiding businesses through complex financial challenges and opportunities.


Experience


President

Corporate Development Resources, Inc.
1995 - Present | Milwaukee, WI
Founded and lead advisory firm providing corporate development services to middle-market Midwest companies. Help business owners navigate complex issues including:

  • Business acquisitions and divestitures
  • Recapitalization and funding strategies
  • Strategic financial planning
  • Retrenchment and turnaround situations
  • Succession planning and shareholder transitions


Client engagements include acquisition assistance, multi-year operating plans, recapitalization strategies, and divestiture planning across industries such as packaging, wholesale distribution, telecommunications, construction products, and manufacturing.


Developer & Owner

Corpfin.Net
1996 - Present | Milwaukee, WI
Developed and maintain web-based corporate finance software solutions for financial analysis, planning and decision-making. (www.corpfin.net). Corpfin.Net Blog at www.tgfolliard.com.


Board Director & Audit Committee Chairman

Charter Manufacturing Company
2003 - 2024 (retired) | Milwaukee, WI


Board Director & Audit Committee Chairman

Duluth Holdings Inc.
1996 - 2023 (retired) | Belleville, WI


Managing Director & President, Baird Capital Partners

Robert W. Baird & Co. Inc.
1989 - 1995 | Milwaukee, WI
Founded and led Baird's venture capital function, raising two successful funds with Northwestern Mutual Life and other institutional investors as limited partners.

  • Began Baird career as managing director in investment banking
  • Formed and managed Baird Capital Partners I & II
  • Evaluated and executed investments in nine portfolio companies
  • Served as board member for five portfolio companies and chairman of one
  • Served as Investment committee chairman.
  • Achieved first quartile investment performance with Baird Capital Partners I


Vice President - Finance, Treasurer and Controller (CFO)

Bucyrus-Erie Company
1975 - 1988 | South Milwaukee, WI
Served in progressively senior financial leadership roles at this Fortune 500, NYSE-listed manufacturer of mining, industrial and aerospace products during a period of significant strategic transformation.

  • Led treasury operations; corporate planning, acquisitions and divestitures; accounting and financial reporting; information technology; tax compliance and planning; and investor relations
  • Key participant in corporate development and reorganization strategy
  • Directed financial and information technology aspects of the acquisition and integration of industrial and aerospace businesses 
  • Executed divestiture of multiple business units
  • Involved in structuring the LBO of the mining business to Goldman Sachs


Senior Consultant

KPMG Peat Marwick LLP
1973 - 1975 | Washington, D.C.
Provided consulting services to commercial and government clients in financial planning, cash management, accounting systems and tax policy.

  

Commercial Banking Officer

Northern Trust Company
1969 - 1973 | Chicago, IL
Progressed from Credit Analyst to Commercial Banking Officer, making loans and marketing financial services to corporate clients.


Education


University of Chicago
MBA, Graduate School of Business
1972

University of Pennsylvania
BA, Economics, Wharton School
1967


Other Interests


 President, Belvedere Golf Club, Charlevoix MI (2024 to present)
Treasurer and Executive Committee Member, Belvedere Club, Charlevoix MI (2018 – 2024)

Licenses & Certifications
  • Certified Public Accountant (CPA) - inactive
  • Registered Securities Representative (Series 7) - inactive


Skills

  • Corporate Finance
  • Mergers & Acquisitions
  • Business Pricing and Valuation
  • Capital Structure
  • Financial Strategy
  • Venture Capital
  • Business Divestitures
  • Treasury Management
  • Accounting and Financial Reporting
  • Corporate Development
  • Financial Restructuring
  • Board Governance
  • Audit Committee Leadership
  • Web-based Financial Software Development and Applications