Crallé & Company

Representative Consulting Assignments
Transactions, Valuations and Financial Analysis

  • CFO of a privately held importer of industrial intermediate materials, with revenues of approximately $100 million.  Operational tasks included re-staffing the accounting department, installing procedures for managing exposure risk with overseas suppliers, and negotiations with bank line creditors to relieve borrowing base formula constraints.  Earlier, in a consulting role, developed a covenant compliance model to reflect the contractual terms and cash flow variables of the dozen product lines.
  • Hands-on remediation of the financial records of a Manhattan business services company which, for nine months, had never been integrated into parent company operations.  Expanded version here.
  • Advised owners in the marketing and sale of a high-end retail business at a 40% premium to the fair market value of tangible assets.  Expanded version here.
  • Represented a Connecticut specialty paper manufacturer in the owner/operating executive's exit strategy.  Prepared an information memorandum drafted to emphasize investment considerations.  Qualified and introduced four buyers screened by their ability to close at the specified purchase price ($18 million) without coordinated third party financing.  Expanded version here.
  • Assisted a New York distributor of specialty office equipment in negotiations and sale to NASDAQ company in a transaction valued at $80 million.  Prepared transaction memorandum with restructured financials to reconcile the fundamental differences between private company operations and financial reporting of a publicly held firm.  Expanded version here.
  • Arranged the recapitalization of a former NYSE holding company’s subsidiary, the parent company of which had financed its “going-private” transaction five years earlier with credit cross-guaranteed by five operating subsidiaries, replacing and extending an $11 million revolving line of credit with a $31 million line unconventionally collateralized by recognizing the minimal net exposure of the subsidiary’s back-to-back letters of credit, and which funded a $10 million upstream dividend from subsidiary to parent without recourse or guaranty.  Expanded version here.
  • Arranged purchase financing for the buyer of a New Jersey industrial equipment manufacturer, the strategic disposition of a Fortune-200 firm.  Prepared the transaction memorandum including financial projections, ultimately introducing a financial partner contributing cash equity, a secured bank lender and an equity-linked mezzanine creditor.
  • Arranged for the equity recapitalization of a Connecticut manufacturer of traditional men's clothing.   The transaction evolved into a pre-packaged bankruptcy and the sale of assets of a going concern in order to deal with a recalcitrant minority stockholder.
  • Developed a mix-shift differentiation strategy, coupled with constraints analysis, for a $100 million Delaware industrial plastic resin processor.
  • Supervised financial management of a $45 million Maryland industrial equipment manufacturer, a portfolio company of a well-known buyout group, during its turnaround transition.
  • Created a product-pricing model for competitive assessment of a $100 million Philadelphia pharmaceutical ingredient manufacturer, the unit of a Fortune-200 parent.
  • Arranged $80 million sale proceeds and leaseback of 14 industrial properties in nine states on behalf of the U.S. subsidiary of a U.K. public company.  Prepared the information memorandum and credit analysis; negotiated lease terms, buy-back provisions and financial covenants.
  • Reviewed business processes and staffing of a $400 million Ohio-based manufacturer suffering from recessionary cutback in commercial construction (revenues down 40%), identifying functional areas to restructure and the specific individuals to be released to achieve targeted overhead reduction.
  • Interviewed the employee-principals of a Philadelphia-area industrial-materials supplier and tolling service suffering from a low-value-adding business model exacerbated by recession.  With more than 25 locations nationwide, the firm sought to rationalize financial management (e.g., receivables and inventory management) and simplify financial reporting for control.

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Crallé & Company, Incorporated
Bronxville, New York