ATTA Member Articles

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  • 15 March 2018 13:50 | Anonymous member (Administrator)

    Turnaround practitioners and professionals need a clear understanding of the needs of private equity-backed companies in order to provide appropriate service offerings and to deliver these in step with their client’s developing requirements.

    Since 2014, the value of venture capital deals in Greater China plus India has been consistently larger than that in Europe.

    Limited Partners invest in a Fund which invests in a stake in an Investee.  Typically, of any gain upon the disposal of the stake (or other liquidity event), 80% is paid to the Limited Partners.  A General Partner manages the Fund; typically the GP receives an annual fee of 2% of the fund plus, at exit, 20% of the gain is paid to the General Partner.  Any stake looking unlikely to deliver gain may be referred to a “living dead” and receives little attention from the GP.

    The GP (fund manager) agrees a business case with the Investee.  Unless some major mistakes are made in due diligence, the business case should be deliverable with good planning, hard work and little drama.  The main risks are the same as for any other successful company: ill-conceived M&A, supplier solvency, market disruption and inter-personal friction.

    The GP’s priority is not making a great company but about changing a poorly performing company into growth opportunity.

    GPs tend to prefer to engage over-qualified people.  They do not want to take much risk with key people but are prepared to pay good money for validated experts and to incentivise with equity.  GPs also prefer to experts with a track record working for PE-backed businesses.  A changeover of half of the senior and mid management during the early post-investment period is common.

    The average time horizon for a holding is five years.  At ground zero, the main appetite is for fresh management (with equity) and consultants.  Readiness for restructuring and M&A will grow over the first months but drop off in the third year.  Year 2 sees the peak in capex.  Year 4 is about stability and earnings record as the selling process proceeds.

    Valuation is driven by performance (EBIT) but also by multiple, a function of a buyer’s perception of the quality of earnings and of management quality.  Therefore GPs are keen to engage over-qualified operational expertise to maximise their exit valuation.

    This was the consensus which emerged from the panel discussion at ATTA’s recent annual conference by Warren Beese, T.T. Chen,  Dwight Nordstrom and Olivier Cotard.

     



  • 01 November 2017 17:12 | Anonymous member (Administrator)

    It’s easy to be convinced that China should be the Utopia of the turnaround sector. Overcapacity, inefficient capital allocation, imitation of enterprises leading to gluts of products – a prime recent example the curious issue of shared bicycles. On my morning walk, I can count up to 600 new bikes available for a rental population estimated at no more than 150 people. Multiply this across Beijing and you see huge market inefficiencies.

    Yet, for turnaround executives Chinese culture defines constraints and limitations. 

    Click here to read the IFT's Swift October 2017 article by Bob Fonow, Managing Director of RGI Ltd., a turnaround  firm based in Beijing and Northern Virginia, and a founding director of the Asia Transformation and Turnaround Association (ATTA).

  • 04 October 2017 14:14 | Anonymous member (Administrator)

    Celebrate your successful transformation and turnaround projects with ATTA at our Annual Conference on 10 November in Hong Kong and show-case your achievements, great and small, at the annual ATTA Awards Dinner.

    Applications are now being received for ATTA's 2017 Awards. The winners will be announced at the ATTA Awards Dinner at Club Lusitano. 

    For more information on the submission process and criteria plus the application form, please visit: Awards



  • 16 March 2017 13:19 | Anonymous member (Administrator)

    A successful digital transformation requires making trade-off decisions. Here's how successful CEOs guide their business's reinvention.

    Being the CEO of a large company facing digital disruption can seem like being a gambler at a roulette table. You know you need to place bets to win, but you have no idea where to put your chips.

    Of course, digital transformations aren’t games of chance. But they do require big and bold commitments in the midst of uncertainty to reinvent the business rather than just improve it. Read more...

  • 16 February 2017 09:43 | Anonymous member (Administrator)

    A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.
    Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic, companies are no more successful at overhauling their performance and organizational health than they were ten years ago. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Read more

  • 25 January 2017 13:10 | Anonymous member (Administrator)

    Lessons from an executive who has done so three times in the past dozen years.

    Few executives lead corporate-transformation efforts at three separate businesses before they turn 50, let alone businesses in three very different industries. Davor Tomašković is one of them. The CEO and president of the management board at Hrvatski Telekom (HT), Croatia’s biggest telco (and a subsidiary of Deutsche Telekom), first came to wider attention in 2004, when he took the top job at the struggling Balkan retail and distribution group Tisak. After helping the company to stave off bankruptcy and helping turn it into the biggest national player in its sector, Tomašković was, in 2006, appointed CEO of TDR, a successful regional Croatian tobacco manufacturer that nevertheless faced a challenging economic and regulatory environment in the wake of the global financial crisis. Read more...

  • 01 December 2016 14:15 | Anonymous member (Administrator)

    The individual charged with leading change must have multiple capabilities.

    An experienced and highly capable leader—the chief transformation officer (CTO)—will significantly improve the chances of a successful transformation. In our work with scores of companies that have embarked on this course, we’ve seen CTOs single-mindedly drive the organization forward and hold accountable those responsible for the hundreds (even thousands) of daily actions and initiatives that underlie a typical program.[...]
    Click here to read more of this article from McKinsey & Company.


  • 01 December 2016 14:12 | Anonymous member (Administrator)

    Five elements can keep bad habits from reasserting themselves.

    Six years ago, the executives of a North American engineering business realized the company’s earnings momentum had stalled. Shareholders were restive, and the board was pushing to set a new growth trajectory. The CEO and senior colleagues responded in a logical and determined way, embarking on what proved to be a Herculean and seemingly successful effort to transform the business. The company’s earnings before interest, taxes, depreciation, and amortization (EBITDA) increased by more than $100 million, and its cash position improved by $150 million (both of these figures were higher than the original targets). [...]
    Click here to read more on McKinsey & Company.


  • 06 June 2016 09:40 | Anonymous member (Administrator)

    This article was posted on McKinsey & Company website on May 2016.

    Click here to read more

  • 16 September 2013 17:40 | Deleted user
    This article appeared in the PwC publication Restructuring Trends.  Rupert is a Founding Member of ATTA, currently serves on the Board and leads the Membership Committee.


    Fixing Cracked China - PwC - Rupert Purser.pdf

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