The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
Mergers and Acquisitions: Preparing for Change
1. Avoiding Crucial Mistakes During a Transaction
Lessons learned “in the trenches”
Presented by Bryan Livingston and Paul Puri
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2. M&A International – The World’s Leading Mid-Cap
Investment Banking Organization
Worldwide Transactions Closed by MAI ( deal volume)
M&A International, Inc. offers the unparalleled resources of over
600 professionals in M&A advisory and investment banking
offices operating around the globe.
We seamlessly advise our clients on acquisitions, divestitures and
financing. In 25 years, M&A International Inc. has grown to be the
leading M&A advisory provider for mid-cap companies.
We combine local market knowledge with professional discipline
and sector expertise. Our industrial practice is strongly focused on
energy services, manufacturing and distribution worldwide.
About M&A International, Inc.
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3. Professionals
• Founded and chairs M&A International Inc.'s
Construction and Engineering Services Group
• Vice President, National Accounts Designtex
(Steelcase Inc.)
• MBA (George Washington University)
• BS (United States Naval Academy)
• Attended US Naval Nuclear Propulsion School
and operational prototype training after
graduation and commissioning
Bryan Livingston
CEO and Managing Director
Direct: 214.382.4464
bryan.livingston@cadallas.com
• Global Head of M&A International’s Energy
Investment Banking Group.
• MBA (Southern Methodist University)
• BS (Cornell University)
• Paul has active clients across oilfield service
and manufacturing sectors. He has unlocked
over half a billion dollars of liquidity to his
North American clients in sell-side
transactions.
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Paul Puri
CDO and Managing Director
Direct: 214.382.4492
paul.puri@cadallas.com
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5. 5
Transition Planning – 1 to 2 years
Advice that generates $ Millions more at closing
Management Readiness
Put the right management team in
place
Invest in employees who can grow
the business
Assure other stakeholders are
onboard
Financial Readiness
Upgrade financial reporting
systems and internal controls
Audited Financial Statements
High quality bookkeeping and
accounting standards
CFO with high credentials
Taxes filed and paid
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Operational Readiness
Deploy technology to give you
day-to-day insight into order
flow, WIP, invoices & payables
Create competitive advantages
in the marketplace through
patents and product or service
uniqueness
Diversify your client base to
avoid customer concentration
Manage order flow and pricing
risk through longer term
customer contracts
Understand your limits as an
entrepreneur
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6. Transition Planning – 1 to 2 years
Advice that generates $ Millions more at closing
Put the right management team in place
Empower that team to make the critical decisions
Invest in employees who can grow the business
Assure other stakeholders are onboard with the transaction
Understand your limits as an entrepreneur
Understand the risks of timing the transaction amidst highly
volatile commodity pricing cycles
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Management Readiness
Work yourself out of your Job
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7. 7
Transition Planning – 1 to 2 years
Advice that generates $ Millions more at closing
Deploy technology to give you day-to-day insight into your
business, such as order flow, WIP, invoices & payables
Create competitive advantages in the marketplace through
patents and product or service uniqueness
Diversify your client base to avoid customer concentration
Manage order flow and pricing risk through longer term
contracts
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Operational Readiness
Manage Risk & Invest in your Operations
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8. 8
Transition Planning – 1 to 2 years
Advice that generates $ Millions more at closing
Upgrade financial reporting systems and internal controls
Audited Financial Statements
High quality bookkeeping and accounting standards
CFO with high credentials
Taxes filed and paid
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Financial Readiness
Get your Financial Systems in Order
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9. Proprietary Capabilities You Need from an
Investment Bank
Personal & Industry Networks
Deep International Contacts and
References
Established closing record in Oilfield
Services and Manufacturing
Private Equity relationships
throughout the energy industry
Compelling Marketing
Materials
Identifying Well-Suited &
Qualified Prospects
Expert Interaction with
Prospects
Skillful Negotiating of Key
Terms
Facilitating a Smooth
Closing
VALUE ENHANCEMENTCONTACTS
Seasoned M&A Veterans
Operational Focus
Results-oriented
Power Negotiators
Trustworthy
Energy Services Specialist
PROFESSIONALS
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10. M&A Process – Maximizing Value and Fit
3 to 9 months
Negotiation
Interact with Buyers
Negotiate Letter of
Intent (LOI)
Solicit Offers
Seller Reporting
Narrow Buyer List
Acceptance of Offer
Closing
Due Diligence
Negotiate Definitive
Agreement
Close Transaction
Preparation
Company Research
Industry Research
Financial Analysis
Buyer Targeting &
Behavior Research
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Mistakes that can cost you $ Millions at closing
Management Risk
Entrepreneur owns all the client
relationships
No seasoned, outside management
team that can run the business
No clear business or growth strategy
over the next 3-4 years
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Financial Risk
No formal accounting records
Large family deductions
No retained equity
High debt
Substantial exposure to
commodity price
Inability to stand up to a
formal due diligence process
3 4 Business and Transaction Risk
Substantial customer
concentration or order risk
High employee turnover
High dollar claims, such as
legal, IRS, or OSHA challenges
Not understanding the unique
motivation of each buyer to
pursue an acquisition
2 Operational Risk
Manual processes
No competitive advantages, no
longer term client contracts
No insight into day-to-day
order flow, WIP, inventory,
payables
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12. Some Understanding of Buyer Motivations
Ability to act as a single-source supplier to larger customers operating across the various segments of the North
American energy industry
Desire to commit significant financial resources to further develop and invest in operating infrastructure and
provide a strong platform for future expansion
Secure improved access, service, and volume purchasing benefits from suppliers
End market, product, service, and/or geographic diversification
Diversification of clients
Investment in new ideas and best-of-breed management teams and entrepreneurs
Improved customer benefits through lower inventory investment or reduction of transaction costs
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14. Comments
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Tweet your takeaway from this educational session.
@MidlandEnrgExpo #MEECapAlliance
Tweet your takeaway from this educational
session.
@MidlandEnrgExpo #MEECapAlliance
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15. Our Success Over 3 Decades is Based on Attributes
Important to the Clients We Serve
Confidentiality Independence
Seamless cross-
border continuity
International
network
Extensive contacts
with direct access
to many relevant
decision makers in
the industry
Sector expertise in
key energy sectors,
including
manufacturing,
distribution and
services
Cross-border price premium
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16. Oil & Gas Infrastructure Industrial Space - Keys
to Sustained Success
Our confidential bidding process:
Generates premium prices
Gives you a choice among
attractive options
We know who is buying and why
We use a systematic process
and highly talented people
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17. MAI Oil & Gas Equipment & Supply
Chain Subsector Focus
Pipeline valves and instrumentation
Pipeline application castings
Standard and specialty drilling tools
High-precision, ultra-hard drilling and
refining tools
Transportation equipment
manufacturing
Tool and die equipment
Refinery specialty parts and equipment
Fabrication
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18. MAI Oil & Gas Infrastructure Services Subsector
Focus
Site preparation
Drilling and workover
Equipment rentals
Offshore and logistical support
Flow back
Hydraulic fracturing
Pipeline and drilling
measurement
Pipeline construction, services
and maintenance
Water hauling
Wireline
Perforation
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20. Minority Recapitalization
PE investment which provides a minority (less than 50%) equity interest
Key Elements
Finance growth
Provide partial liquidity for a business owner’s estate
Recapitalization gives shareholders a partner that is willing to fund growth with the common
objective of creating significant future value
Most private equity firms invest with a 5-7 year investment horizon
Continuity of key management team is critical
Leaves daily operating control (and usually voting control) in the hands of present management
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21. Majority Recapitalization
PE investment which provides a majority (more than 50%) equity interest
Key Elements
Same elements as minority recapitalization except that voting control passes to PE
Recapitalization includes leveraging of company
Sellers typically retain 10% – 40% equity
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22. Leverage & Dividend
Refinance and distribute proceeds to shareholders
Key Elements
Provides liquidity to shareholders while retaining 100% equity interest
Tax considerations based upon corporate form
Attractive credit markets
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23. Strategic Sale
Acquisition of all or substantially all of the company
Key Elements
Synergies
Consolidation of a competitor
Leveraging intellectual property or strong market position
Time to market new/competitive product/service usually a key factor
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24. Acquisition / Merger
Acquire or merge with similar company with different characteristics
Key Elements
Opportunity for increased scale / valuation
Potential for margin enhancement
Probably defers sale transaction given time needed for integration
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