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Voted #6 on Top 100 Family Business influencer on Wealth, Legacy, Finance and Investments: Jacoline Loewen My Amazon Authors' page Twitter:@ jacolineloewen Linkedin: Jacoline Loewen Profile

June 3, 2011

Why Canadian family owned businesses should check out Private Equity - Monica Gutschi, Dow Jones Newswires

Bringing in a private-equity partner can be an excellent exit strategy for a small-business owner, but it does hold risks.
   "You want to make sure that you're going in with the right private-equity fund," says Jacoline Loewen of corporate finance firm Loewen & Partners. A air-tight contract drawn up by a top-notch lawyer is also key.
   The ability to access private equity is relatively new for Canadian entrepreneurs. A decade ago, private equity wouldn't have looked at a company with less than C$100 million in annual revenue, Loewen said.
   Now, however, the huge flows of money that have gone into private equity are looking for a home, and companies with  C$20 million in yearly revenue can attract a private-equity partner, she says. The benefits can be substantial, especially for business owners who are planning to sell or pass on their businesses in about five years.
   Most private-equity investments in such small and mid-sized businesses are for a five-year term and give the investor a 30% stake, Loewen says. The principals behind private-equity funds are usually entrepreneurs themselves, who have walked the same road as the business owners, she says. They can take that experience to cut costs, implement a benchmarking strategy, and set a timetable for milestones.
   That can greatly boost the value of the business, putting the owner in a much better position when he or she decides to move on.
     Take the example of Hamilton, Ont.-based Bermingham Foundation Solutions, a family business run by the founder's grandson. Loewen matched Bermingham with a private-equity investor that put C$14 million into the company, money the owner then took to build out his international capabilities. The deal also included a cash payout, which was invested in a retirement fund for the owner's spouse. A few years later, Loewen says, Bermingham's enterprise value has grown fivefold, the owner has an established export business, and he has bought out his private-equity partners.
   "It's still a family business," Loewen says, but it is worth substantially more, and the owner continues to have options for his eventual exit: pass the business on to his children, place the business in a trust, sell the business but retain some shares as a portfolio investment.
   The appeal of private equity appears to be growing. A recent survey into Canadian family-owned businesses by PricewaterhouseCoopers found that fewer than half the owners plan to pass the business on to the next generation, a drop from 70% in 2007. Meanwhile, of those who do anticipate a change of ownership, 33% plan to sell to a private-equity investor, up from 14% in 2007. By comparison, 22% plan to sell to a management team, PwC found.
   There are risks in joining up with private equity. The process can be rather frightening for the owners, Loewen acknowledges. That's what makes it important to choose the right partner. "Once they get in they may do the things you don't want them to do," Loewen says. Indeed, she notes, a recent study by global consulting firm McKinsey showsthat business owners' fears about a deal going wrong is well-founded, as only 20% of private-equity funds are actually posting gains. But with a well-written contract that provides the most flexibility to the business owner, if a deal goes sour, "you get a divorce," she says.
    But in a well-structured deal such as the Bermingham case, the influx of funds and corporate expertise marks a turning point for the business.
   Most Canadian family-owned businesses "could do with more measurement," Loewen notes. Once the new investors "know the drivers that make company grow, these tiny little levers turn the ship."
   With private-equity investments, the business owners continue to run the business but obtain the professional advice of an independent board of directors. As well, she says, many owners of family businesses know a great deal about their products, but perhaps not so much about the financial and operating aspects of the business.
   -By Monica Gutschi, Dow Jones Newswires; 416-306-2017; monica.gutschi@dowjones.com
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 Dow Jones Newswires

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