Image placeholder · Transformation
Phase 01
Transformation
Value creation across the investment portfolio: performance programmes that deliver the business case and lift EBIT for the long term.
Typical questions
- The investment is falling short of the investment case
- Value creation levers are identified but not implemented
- A 100-day or value creation plan needs operational delivery
- The management team needs reinforcement on the front line
- Earnings power should be visibly raised before the exit
To Transformation ↗
Image placeholder · Restructuring
Phase 02
Restructuring
Neutrality and delivery in a crisis: independent business review, restructuring concepts and interim management from the investor's perspective.
Typical questions
- An independent business review or restructuring concept is required
- A covenant breach or liquidity squeeze is looming
- The investment is disappointing, and neutrality and clarity are needed
- An interim CRO or CFO should lead the restructuring
- Restructuring trust as security for investors and lenders
For Investors and Lenders ↗
Image placeholder · Transaction
Phase 03
Transaction
Robust grounds for decisions in purchase, sale and special situations: due diligence with operational depth and a firm hand on the process.
Typical questions
- The substance behind the sales figures needs to be examined
- A portfolio company is being prepared for sale
- Enterprise value has to be determined objectively
- A carve-out has to be made stand-alone capable
- A special situation calls for transaction-experienced support
To Transaction ↗
