Crucial to Integral Financial’s client engagements is confidentiality. For that reason, we provide a small snapshot of some of the work achieved.
Private Equity group adviser
Adviser for management of under performing investment portfolio which included retail franchisor, FMCG manufacturer and energy retailer businesses. Work included facilitation of MBO to exit PE investment, management of bank review and facility and covenant renegotiation, supporting forecast preparation and board advisory for investment decisions.
CFO – Large national in home aged care provider
Appointment as CFO to facilitate mezzanine debt refinance while managing 25 person finance function. Role incorporated board and financier reporting, cash management, updating of budgets, engagement management for financial, tax and legal due diligence and negotiation of terms with financier. Engagement successfully completed with $25M recapitalisation of business.
Interim CFO – building supply company
Appointment as Interim CFO to building supply company during period of financial distress. Role included management of sale process, overseeing accounting reporting function, implementing turnaround management initiatives, managing cash flow and reporting to key stakeholders. The stability brought to the finance function supported successful investment by new owners.
Property Development Group
Responsible for sale of $200M retail and property development asset portfolio through completion of works, renegotiation of leases and satisfaction of building and environmental approvals. Achieved successful sale of assets following tender, detailed due diligence and contract negotiation.
Interim CFO/CRO – retail group
Interim 3 month appointment to stabilise cash flow, drive turnaround and restructuring and source investors. Turnaround focussed on changing head office cost structure through outsourcing/offshoring and strengthening management governance. Restructuring involved managed retail store closure program and stock reductions while negotiating with key banking, landlord and creditor stakeholders. Additionally facilitated marketing and sale program for the business and assets.
CRO – design and construct group
Executive turnaround role within management team and reporting to company board. Focus on identifying reasons for and rectifying operational and financial underperformance. Responsibilities extended to review of finance and accounting and marketing and business development functions and recruitment of key personnel to management team. Prepared reporting and restructuring proposals for major financial stakeholders of the business and managed subsequent negotiations.
CEO – manufacturing group
Secondment to major manufacturing business overseeing successful turnaround and transformational process which led to product rationalisation, site consolidation, staff redundancy process and sourcing of alternate suppliers. Subsequently recruited replacement management team.
Corporate finance advisor for acquisition
Engagement to prepare due diligence review of forecasts and advise regarding pricing and acquisition structure for franchisor and supplier to automotive retail group.
International Clothing Group
Worked with international adviser group and private equity funder to assess legal and operational structure and financial performance and facilitated successful sale of the business to investor in trade sale process.
National Supermarket and Wholesale Business
Review of divisional performance profitability and reporting, driving of rationalisation of operating model and facilitated revision of operational structure. Engagement completion allowed subsequent third party investment in the business.
Operated and sold asset portfolio of $400M investment group, prepared information memorandum for fundraising, reported to worldwide investor group of 4,500 and managed successful investigation and legal process for recovery of funds.
Assessment for financiers and investors of strategy, funding requirements and expected returns. Working with the CFO, facilitated refinement of funding requirements and consideration of further alternative business models which allowed financiers to support management strategy and eventual sale of the business.
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