Toys and baby care products
Business Process Outsourcing, including call centres
ICT and software
Fitness centres and SPA
Power generation from different sources (gas, renewables, etc.)
Machinery for textile, construction, mechanical, glass, pneumatic and plastic moulding plants
Lingerie (production and distribution)
Cast iron foundry
Concrete and building materials
Electronic Manufacturing Services
Luxury yacht yard
Production of elastomeric fibres
Defence, homeland security and aerospace
Tooling, packaging and industrial automation
A customer asked us to map the Italian contact centres industry in order to detect a possible investment.
He had a clear criteria, being himself a Central European player in the CRM market.
We detected certain possible targets and, following a sharp scouting process, our client signed a LOI with a an Italian SME. The due diligence performed by a “Big Four” highlighted a number of EBITDA adjustments and the deal was never closed due to a reduction of the offered price.
A US fund engaged us to sell a Belgian based group. The latter had plants and commercial offices in Italy, Poland and Eastern Europe.
We coordinated a “Big Four” in performing a sell-side due diligence, identified and contacted a dozen of potential investors and finally assisted in closing the deal with an Italian private equity fund.
An entrepreneur owned 50% of a SME competing with his business. He asked us to assess the willingness of his partner in merging this company in his group, selling his shares or acquiring our client’s shares. The counterpart decided to buy-out our customer. We closed the deal after performing careful assessments, carve-out activities and a complex set of negotiations.
A luxury yachts yard was growing due to the increasing demand and its outstanding product portfolio. We have been asked in defining its projected financial needs and, as a consequence, in finding a suitable partner. We scouted a number of possible investors and then assisted our client in closing a 20 million euro deal with a private equity.
An investor required to a 10 million euro bank loan in order to purchase an Italian metal foundry. We have been asked by the bank to perform the due diligence on the target in order to assess the quality of the acquisition financing project. In three weeks we delivered a report highlighting the project’s issues, the adjustments to historical EBITDA and NFP, as well as the comments on the business plan.
A “Big Four” auditing firm asked for our assistance in performing a business plan review. Our client’s goal was to deliver an official assessment on the robustness of the plan pursuing the Italian law on corporate receivership. Two advisors from Equity Factory performed a 4 weeks engagement, delivering a comprehensive business plan review report.
Business planning and evaluation
A 25 million revenues producer needed its first 5-years business plan. We conducted a comprehensive market and corporate due diligence on our client’s business and prepared a document presenting our findings. Then we created a spreadsheet modelling dynamically our client’s business and incorporated his strategies and financial structure. The whole process lasted six weeks.
A group was deciding to further invest in certain solar and wind plants (greenfield) or to sell its stake on the project companies. We have been asked to value these companies.
Equity Factory and a group of experts assessed the current status of the targets from technical, legal and financial standpoints. We reviewed the latest business plans and performed a financial evaluation. Our client was therefore in a position to act based on informed decisions.
The CEO of a company resigned. The owner of this company required a temporary manager to replace the CEO and to improve the organization structure, mainly with reference to the financial and treasury areas.
An advisor from Equity Factory was engaged to enhance the client’s planning and control systems, to monitor the company’ treasury, to improve governance systems in place, as well as to cut non-strategic expenses. All the goals were met in 8 months, including a 50% cut to the client’s G&A expenses.