Selected Companies
Brown Advisory, a US-based private investment management firm with over $130 billion AUM. Responsible for advising existing and prospective clients on establishing and enhancing a single family office, and educating colleagues on the SFO market.
- Engaged with Brown Advisory’s clients and prospects to review and analyze their specific SFO vision and needs.
- Organized several in-person gatherings from my network of over 100 SFO executives.
- Published internally a series of comprehensive white papers on SFO governance and operations.
Tide Mill, a best-in-class full service family office, including a wealth preservation portfolio and an impactful foundation, for one of the world’s leading private equity investors. Rigorously managed operating and investment costs to less than half of the industry average.
- Developed detailed investment, legal, and operational strategies aimed at achieving family’s prioritized short- and long-term goals, including nonfinancial objectives
- Established and developed a single family office with a sound investment portfolio
- Created a family foundation to focus charitable activities on agreed-to priorities
- Incentivized family cohesion and continuity for multiple generations.
Central Appalachian Coal Company, a start-up coal producer with over $175 million of debt; 20+ underground and surface operations mining 60+ million tons of reserves; capital expenditure plan included construction of a $25 million coal washing preparation plant and 100+ rail car load-out facility.
- Forced involuntary filing to preserve value as sponsor would neither seek settlement nor cede control as the business deteriorated.
- As majority owner, worked with newly-installed operating management and independent engineering firm to revise business plan, determine an exit strategy, and created a solvent capital structure.
- Identified and managed major strategic, operating, financial, legal and operating risks through rigorous due diligence and analysis.
- Negotiated $20 million capital financing to complete coal preparation plant and mine plan.
Commercial Real Estate Portfolio, in November 2008, assumed responsibility for $1 billion portfolio of 48 loans and equity accounts; over $500 million maturing within two years; composed of office, hospitality, multifamily, raw land, industrial and retail; a breadth of products: first mortgage (mostly for development), 2nd mortgage/B-note, mezzanine and equity.
- Analyzed each loan to determine market value, impairment and on-going weaknesses upon assuming the portfolio; current valuation of portfolio and cash recoveries is within 5% of the original estimate.
- Restructured 25 of 48 accounts, generating $160 million of cash recoveries.
- Engaged in on-going negotiations to restructure 10 accounts.
- Determined value of portfolio and imbedded impairment using ABA guidelines and other methodologies to assess borrowers’ ability to re-pay loans.
- Developed class-action settlement formula based on % of course completion using an outside database as proxy, given the absence of school records.
- Designed collection strategy and retained third party agency for “hard” collections.
- Created independent functional company within $500+ million family-owned conglomerate.
- Raised $85 million of private equity for ownership restructuring and growth capital.
- Advised senior operating management on meeting new investor’s expectations.
- Negotiated roll-up acquisition of a major competitor in the home appliance sector.
Institute for Global Health at Harvard University, a newly-created research institute funded with $115 million to evaluate the performance of global health care systems and disease interventions.
- Created a plan to recruit and organize 120 research scientists and functional staff within 18 months as required by the pledge agreement.
- Recommended start-up governance policies and procedures for senior management and board.
- Prepared logistical plan to open ten regional offices strategically located around the world.
- Established working relationships with administrative and financial managers at Harvard University, including the Provost Office and the School of Public Health.
AVK Confectionary Co., the second largest confectionary company in Ukraine; annual revenues of $75.3 million, EBIT of $5.7 million, and a profit margin of 7.6%.
- Consolidated product mix into four core lines; strengthened high-margin brands.
- Introduced new specialty products and eliminated generic products.
- Centralized procurement, accounting and marketing activities of five different plants.
- Expanded distribution channels to 18,000 points of sale nationwide.
Vitanta Brewing Co., the leading producer of beer, low-alcohol drinks and soft drinks in Moldova; annual revenues of $11.5 million, EBIT of $2.1 million, and profit margin of 18.3%.
- Created aggressive marketing strategy for premium brands and reorganized sales force.
- Improved product and packaging with new filtration, pasteurizing and labeling equipment.
- Increased capacity to 70 million liters with a new brewhouse and bottling line.
- Reduced employment by 50%, or 400 jobs.
Troyanda Ice Cream Co., one of the leading ice cream producers in Ukraine; annual revenues of $6.4 million, EBIT of $1.1 million, and profit margin of 17.2%.
- Installed new production line, improving quality assurance and increasing capacity.
- Introduced new high-margin brands and high-quality packaging.
- Out-sourced excess demand until two new plants were purchased, increasing capacity three-fold.
- Created network of 35 distributors and increased points of sales to over 15,000.
SBK Brick Co., the leading façade brick manufacturer in Ukraine with annual volume of 60 million bricks; annual revenues of $4.7 million, EBIT of $1.4 million, and a profit margin of 30%.
- Introduced competitive marketing and sales strategies to the home building products industry.
- Created demand using quality and customer service for the high-margin bricks.
- Expanded market penetration throughout the country and became market leader.
- Increased capacity to 30 million bricks within two years; then doubled to 60 million bricks with acquisition.
Glass Container Corp. annual volume of over 100 million wine bottles in Eastern Europe and Russia; annual revenues of $17.9 million, EBIT of $4.9 million, and a profit margin of 27.4%.
- Became leading producer in the region by introducing new line of high-quality, dark-green wine bottles.
- Expanded market with new competitive sales and service strategy; eliminated price cuts.
- Introduced production milestone to improve quality and reduce switching time.
- Out-sourced excess demand to a manufacturer in Greece until capacity could be expanded.