Real Transactions. Real Outcomes.

The Time Critical Acquisition

Challenge

An established client had the opportunity to acquire a global operating company through a competitive bid process. The transaction required an approximately $30 million financing commitment within five business days for the client’s bid to remain competitive.

Greg’s Role

During his tenure as Chief Credit Officer of a nationally chartered commercial bank, Greg rapidly evaluated the acquisition and proposed financing, structured the credit request, and prepared the institutional level approval package. The financing had to be fully analyzed, supportable, and approved within the transaction deadline, not simply proposed or preliminarily discussed.

Result

The approximately $30 million financing commitment was delivered within the required five business day timeframe. The client won the bid, completed the acquisition, expanded the acquired business, and later sold it at a substantial multiple of the original purchase price.

The Structure That Did Not Exist

Challenge

An established business owner sought financing for a significant capital asset acquisition in an out of favor sector where conventional lenders were reluctant to engage because of perceived risk and collateral volatility. The challenge was not simply finding financing, but developing a structure the bank could support.

Greg’s Role

As the bank’s Chief Credit Officer, Greg worked directly with the client to develop a nontraditional but supportable financing structure. He and the client met with the CFO of a public company expected to be the primary user of the equipment, and that relationship became an important part of the solution. The final structure incorporated a third party operating relationship and equity participation designed to mitigate the bank’s risk and make the financing workable.

Result

The initial transaction closed successfully. The structure proved repeatable, and three additional financings followed, bringing total financing to approximately $8.75 million and materially expanding the client’s business.

The Strategic Asset Sale

Challenge

A business owner engaged GTE to facilitate the asset sale of a specialized operating business, including trademarks and intangible assets, in a sector with a limited buyer pool and unique financing requirements.

GTE’s Role

GTE prepared the seller’s transaction package, identified a strategic buyer with the right operational fit, and negotiated the transaction. When the buyer was unable to produce a complete financing package for its lender, the transaction faced an additional hurdle. GTE stepped in to structure the financing request and prepare a lender ready package that incorporated a seller note, additional credit enhancement, and a loan structure designed to support the buyer’s financing while protecting the seller’s transaction.

Result

The financing was completed, the transaction closed as a strategic acquisition, and the acquired business and assets were integrated into the buyer’s existing operations.

The Long Term Relationship

Challenge

A former banking client, whose relationship with Greg began with a modest loan early in his career, sought his guidance years later when preparing to sell the business he had built.

GTE’s Role

GTE reviewed the company’s financial information, developed the transaction package, identified qualified broker dealers, and worked with the owner to evaluate and select the firm best suited to represent the business. The objective was not simply to initiate a sale process, but to position the company appropriately and engage professionals capable of reaching the right buyers.

Result

In this unique transaction, the selected firm completed a strategic sale to a private equity group at more than 225% of the seller’s initial sales price expectation.

The Core Engagement

Challenge

A creditworthy business with a substantial existing lending relationship identified an opportunity to expand into power generation through the acquisition of approximately $7.5 million of equipment. The new product line fell outside the purpose and structure of the company’s existing dedicated credit facility, requiring a separate financing strategy that could support the expansion without disrupting the established lending relationship.

GTE’s Role

GTE evaluated the new business line and developed a lender ready financing package addressing the transaction’s post closing impact on asset utilization, sales, EBITDA, debt service coverage, leverage, liquidity, and overall financial capacity. GTE then identified a lender with whom it had an established relationship that was well suited to the transaction, presented the financing request, and managed the process through staged funding as the new product line expanded.

Result

The financing was successfully completed through multiple advances, providing the capital needed to support the client’s expansion into power generation while preserving the structure and purpose of its existing credit facility.