CASE STUDIES

Tactical Management takes decisions on a pragmatic and constructive basis.
Our business model is based on optimization process, while sellers are granted secure and responsible transactions.

COMPANIES

Investment Opportunity
A Printing Company reduced its annual revenue from $65 million before COVID to $22 million post COVID.
The company was running their production in 3 factories, having big debts with suppliers and banks, and high OPEX costs.

Added Value
The SPV sold 2 of the factories, signed over 100 refinancing and settlement agreements with suppliers and banks, reduced costs ( i.e. returned 49 vehicles
to leasing companies, outplaced 37 employees, negotiated cheaper energy costs and sold not needed machinery ) and thanks to the launch of a new printing product the company generated a positive EBIT.

Investment  Result
The company achieved a positive ebit in the same year of the acquisition, the majority of the employees maintained their jobs and thanks to the new product the company became sustainable on the long term. The investment, restructuring and exit process was achieved in less than 2 years.

NON-PERFORMING LOANS

Opportunity
A European Textile Company couldn’t attend their loan payments, as the company started an international expansion and it didn’t work as planned. The loans became non-performing, the banks started claiming the debt and leading the company nearly into bankruptcy.

Added Value
A SPV bought the non-performing loans from the banks with a considerable discount, converted the debt into equity and supported the company with an
active restructuring.

Investment  Result
The SPV did get his initial investment for the acquisition of the non-performing loans back in less then 12 months, and sold the new equity in the company to original shareholders with a multiplier of  2 in less than 3 years

Investment Opportunity
A European Textile Company couldn’t attend their loan payments, as the company started an international expansion and it didn’t work as planned. The loans became non-performing, the banks started claiming the debt and leading the company nearly into bankruptcy.

Added Value
A SPV bought the non-performing loans from the banks with a considerable discount, converted the debt into equity and supported the company with an active restructuring.

Investment Result
The SPV did get his initial investment for the acquisition of the non-performing loans back in less then 12 months, and sold the new equity in the company to original shareholders with a multiplier of  2 in less than 3 years

NON-PERFORMING LOANS

REAL ESTATE

Investment Opportunity
A SPV acquired an old industrial factory. As the building was effected by monument protection and due to this singularity no other commercial company was interested in using it. 

Added Value
The SPV negotiated nearly during one year with the corresponding authorities to obtain the authorization for the change of use of the building, from commercial to residential use and separate a part of the land.

Investment Result
The separated land was sold to a local real estate developer who developed more than 30 apartments and the old industrial building was turned into apartments.

CASE STUDIES

Tactical Management takes decisions on a pragmatic and constructive basis.
Our business model is based on optimization process, while sellers are granted secure and responsible transactions.

COMPANIES

Investment Opportunity
A Printing Company reduced its annual revenue from $65 million before COVID to $22 million post COVID.
The company was running their production in 3 factories, having big debts with suppliers and banks, and high OPEX costs.

Added Value
The Holding Company sold 2 of the factories, signed over 100 refinancing and settlement agreements with suppliers and banks, reduced costs ( i.e. returned 49 vehicles
to leasing companies, outplaced 37 employees, negotiated cheaper energy costs and sold not needed machinery ) and thanks to the launch of a new printing product the company generated a positive EBIT.

Investment  Result
The company achieved a positive ebit in the same year of the acquisition, the majority of the employees maintained their jobs and thanks to the new product the company became sustainable on the long term. The investment, restructuring and exit process was achieved in less than 2 years.

NON-PERFORMING LOANS

Opportunity
A European Textile Company couldn’t attend their loan payments, as the company started an international expansion and it didn’t work as planned. The loans became non-performing, the banks started claiming the debt and leading the company nearly into bankruptcy.

Added Value
A SPV bought the non-performing loans from the banks with a considerable discount, converted the debt into equity and supported the company with an
active restructuring.

Investment  Result
The SPV did get his initial investment for the acquisition of the non-performing loans back in less then 12 months, and sold the new equity in the company to original shareholders with a multiplier of  2 in less than 3 years

Investment Opportunity
A European Textile Company couldn’t attend their loan payments, as the company started an international expansion and it didn’t work as planned. The loans became non-performing, the banks started claiming the debt and leading the company nearly into bankruptcy.

Added Value
A Holding Company bought the non-performing loans from the banks with a considerable discount, converted the debt into equity and supported the company with an active restructuring.

Investment Result
The Holding Company did get his initial investment for the acquisition of the non-performing loans back in less then 12 months, and sold the new equity in the company to original shareholders with a multiplier of  2 in less than 3 years

NON-PERFORMING LOANS

REAL ESTATE

Investment Opportunity
A Holding Company acquired an old industrial factory. As the building was effected by monument protection and due to this singularity no other commercial company was interested in using it. 

Added Value
The Holding Company negotiated nearly during one year with the corresponding authorities to obtain the authorization for the change of use of the building, from commercial to residential use and separate a part of the land.

Investment Result
The separated land was sold to a local real estate developer who developed more than 30 apartments and the old industrial building was turned into apartments.