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E231: Inside the Acquisition Process: How Reg Zeller Scaled CaneKast to a Multi-Foundry Empire Watch Here: https://lnkd.in/eaevAtbG About the Guest(s): Reg Zeller is the CEO and founder of CaneKast, a company specializing in non-ferrous foundries, primarily dealing with aluminum but also handling brass, bronze, and zinc. With a comprehensive 17-year background in corporate manufacturing and a focus on scaling operations through innovative technology and strategic acquisitions, Reg has become an industry thought leader. His expertise lies in transforming distressed assets into thriving operations, a feat achieved by leveraging modern systems and AI/ML tools Key Takeaways: *Strategic Acquisitions: Reg Zeller's CaneKast has successfully acquired seven foundries using a calculated off-market strategy, demonstrating the importance of targeting distressed assets and revitalizing them. *Operational Efficiencies: The implementation of automated systems and AI/ML tools has been paramount in improving productivity and maintaining high-quality output across multiple facilities. *Employee Engagement: CaneKast's approach to employee retention involves structured onboarding processes and performance-based bonuses, ensuring a motivated and committed workforce. *Technological Advancements: By investing in high-capex equipment and advanced technologies, CaneKast aims to remain at the forefront of the foundry industry, offering capabilities few competitors can match. *Industry Challenges: Reg discusses the broader challenges in the manufacturing sector, including stringent regulations, labor shortages, and the need for governmental support to foster industrial growth -------------------------------------------------- How2Exit Joins IT ExchangeNet's Channel Partner Network! Have an IT Company doing between $5M and $30M You may Sell? The IT ExchangeNet M&A Marketplace @Ronald Skelton - How2Exit Host has a proprietary database of 50,000+ global buyers seeking IT Services firms, MSPs, MSSPs, Software-as-a-Service platforms and channel partners in the Microsoft, Oracle, ServiceNow and Salesforce space. If you are interested in learning more about the process and current market valuations, complete the contact form and we’ll respond within one business day. Everything is kept confidential. https://lnkd.in/ga4qkYNA Our partnership with IT ExchangeNet focuses on deals above $5M in value. If you are looking to buy or sell a tech business below the $5M mark, we recommend Flippa. -------------------------------------------------- 👇🏻SUBSCRIBE HERE https://lnkd.in/gC4DfgzF

Acquisitions are hard. Acquisitions as a PE backed PortCo are harder. Your existence depends on your ability to find a deal. PE economics make that deal hunt like finding a needle in the haystack. So if deal making creativity is your friend, then deal making creativity guided by process is your BFF. Tom Wambsgans / Gregory Hirsh BFF’s to be precise. One of my favorite use cases came in the early days at Clear Creek. The cliff notes goes as follows: 1. Find a Non-Op position you like on the cheap 2. Try your hardest to get the attention of the Operating partner to no avail 3. Identify a loophole in the MOU allowing anyone to permit 4. Knock on doors to do the hard work of securing land rights no one has 5. Permit up the countryside to bring the Operating partner to the table 6. Strike a deal Strategic thinking here is informed by process. The beginning of our process always starts with the counterparty’s interests, the counterparty’s BATNA (a word people use to try to confuse you, just thinking of alternatives to doing a deal with us), and what can be done in the near-term to weaken BATNA. In short, there are three alternatives: 1. Do a deal with us 2. Do a deal with someone else 3. Do nothing Knowing this, I can do the following: 1. Weaken those alternatives ahead of the negotiation 2. Loss frame the risks of doing nothing - In pure dollars and cents 3. lluminate, subtly, the difficulty of other alternatives in the offer structure - in pure dollars and cents The real-world results: Option 1: What we used at CCRP - Non-Op position to $40,000 acre operated position. Option 2: One of the key ingredients in most Mainline sales engagements to motivate action Option 3: Recently leveraged by a client selling their business to get 2x the initial offer price On a standalone basis, in the right scenario, each tactic is effective in enhancing negotiating leverage. The trick is understanding which to deploy ahead of the negotiation given the information at hand. With proper foresight, you can layer in all three to achieve some pretty remarkable results.

E231: Inside the Acquisition Process: How Reg Zeller Scaled CaneKast to a Multi-Foundry Empire Watch Here: https://lnkd.in/eg5b_hFm About the Guest(s): Reg Zeller is the CEO and founder of CaneKast, a company specializing in non-ferrous foundries, primarily dealing with aluminum but also handling brass, bronze, and zinc. With a comprehensive 17-year background in corporate manufacturing and a focus on scaling operations through innovative technology and strategic acquisitions, Reg has become an industry thought leader. His expertise lies in transforming distressed assets into thriving operations, a feat achieved by leveraging modern systems and AI/ML tools Key Takeaways: *Strategic Acquisitions: Reg Zeller's CaneKast has successfully acquired seven foundries using a calculated off-market strategy, demonstrating the importance of targeting distressed assets and revitalizing them. *Operational Efficiencies: The implementation of automated systems and AI/ML tools has been paramount in improving productivity and maintaining high-quality output across multiple facilities. *Employee Engagement: CaneKast's approach to employee retention involves structured onboarding processes and performance-based bonuses, ensuring a motivated and committed workforce. *Technological Advancements: By investing in high-capex equipment and advanced technologies, CaneKast aims to remain at the forefront of the foundry industry, offering capabilities few competitors can match. *Industry Challenges: Reg discusses the broader challenges in the manufacturing sector, including stringent regulations, labor shortages, and the need for governmental support to foster industrial growth -------------------------------------------------- How2Exit Joins IT ExchangeNet's Channel Partner Network! Have an IT Company doing between $5M and $30M You may Sell? The IT ExchangeNet M&A Marketplace @Ronald Skelton - How2Exit Host has a proprietary database of 50,000+ global buyers seeking IT Services firms, MSPs, MSSPs, Software-as-a-Service platforms and channel partners in the Microsoft, Oracle, ServiceNow and Salesforce space. If you are interested in learning more about the process and current market valuations, complete the contact form and we’ll respond within one business day. Everything is kept confidential. https://lnkd.in/gbzzcgbU Our partnership with IT ExchangeNet focuses on deals above $5M in value. If you are looking to buy or sell a tech business below the $5M mark, we recommend Flippa. -------------------------------------------------- 👇🏻SUBSCRIBE HERE https://lnkd.in/giGBV3gZ

💥Key Considerations in Business Acquisitions: Rental Agreements and Contractor Relationships When evaluating business acquisitions, it's crucial to examine the rental agreements and the dynamics of contractor relationships. These factors significantly influence the deal structure and the future operational costs of the business. ➡️1. Rental Agreements: One of the frequently overlooked factors is the rental agreement. It's imperative to discuss this early in the negotiation process. Understanding who owns the land and their stance on retaining ownership can significantly impact the deal structure. If the seller intends to retain ownership, it's advantageous to negotiate a fixed rent price over a specified period, accompanied by escalation clauses and a right of first refusal. These measures help mitigate risk and provide stability for both parties. ➡️2. Contractor Relationships: Contractor relationships are another critical aspect to scrutinize. In a recent deal involving a kitchen remodeling company, we encountered a unique situation where the owner's son worked as an employee, handling bathroom tear-downs at a significantly lower cost than hiring external contractors. Assessing such internal dynamics is vital as it can affect future operational costs and profitability under new ownership. Understanding the intricacies of these relationships is key to making informed decisions during negotiations. In the complex landscape of business acquisitions, attention to detail is paramount. By addressing often overlooked nuances such as rental agreements and contractor relationships, buyers can navigate negotiations more effectively and position themselves for successful acquisitions. Questions? Drop them in the comments below ⬇ ----------------------------------------------------------------------------------- 🎯Grab a copy of my $1M to $25M Business Buyers Toolkit. My best resources and templates including: 1. Essential Buyer Questions 2. Ultimate Acquisition Guide 3. 10 Buyer Tactics 4. LOI template 5. FDD checklist, 6. Due Diligence Timeline and more! 📌Get the Toolkit here https://lnkd.in/eAJtBzj3 💥Under LOI and need acquisition support? Send me a message.

🏭 Rexford Industrial Expands Portfolio with $1 Billion Acquisition from Blackstone 🏢 📈 Major Investment: Rexford Industrial Realty, Inc. announced the acquisition of approximately 3 million square feet of industrial properties in Southern California from Blackstone for a combined investment of $1.0 billion. 🏢 Property Details: The portfolio comprises 48 properties, totaling 3,008,000 square feet, with an average acquisition cost of $332 per square foot. These properties are located in core, infill submarkets in Los Angeles and Orange counties, boasting a high occupancy rate of 98%. 💼 Strategic Partnership: Rexford Industrial leveraged funds from recent senior note offerings and existing cash reserves for the acquisition. This investment aligns with their strategy of focusing on high-quality assets in prime Southern California industrial markets. 💰 Financial Projections: The acquisitions are expected to yield a weighted average initial unlevered cash yield of 4.7%, with an anticipated stabilized unlevered cash yield of 5.6%, driving accretive cash flow growth and long-term value creation. 🤝 Collaborative Efforts: Rexford Industrial emphasizes their ongoing collaboration with Blackstone, highlighting the potential for future joint ventures. The transactions signify strong institutional demand for premium industrial assets in Southern California. 🔍 Market Outlook: David Levine of Blackstone Real Estate underscores the robust demand for logistics properties, especially in high-demand markets like Southern California. The transactions reflect Blackstone's commitment to strategic investments in the global logistics sector. 🌐 Global Presence: Blackstone's extensive portfolio in the logistics sector, totaling $175 billion globally, reinforces their confidence in the long-term viability of warehouse assets. 📊 Continued Growth: With approximately $300 million of investments in the pipeline, Rexford Industrial remains focused on expanding its portfolio and delivering value to shareholders. https://lnkd.in/ePKYgU4T

Bolton at Home and Arcon complete merger and reveal future name   We’ve officially come together as of 31 March 2024. You might remember that we put forward this proposal last February. We thought about how could achieve more together, and decided to be one team. This has now become a reality after we consulted Arcon’s customers and following Board approval.   We’re also excited to tell you that we’ll change our name to Be One Homes starting from April 2025. This new name shows our commitment to working together as one team.   Please read on for the full story.   Bolton at Home and Arcon Housing Association have merged as of 31 March 2024 and we’ve announced plans for a new name to better reflect the combined organisation.   In February 2023, we put forward a proposal to merge Bolton at Home and Arcon into a single entity, initially retaining the Bolton at Home name. This proposal came four years after Arcon became a subsidiary of Bolton at Home.   We held a successful consultation with Arcon customers throughout the summer and autumn of 2023, and the merger received Board approval in October 2023.   The merger was finalised after securing approval from funders and the housing regulator. Arcon has now been integrated into Bolton at Home and no longer exists as a separate organisation   Starting from April 2025, we’ll gradually implement a new name and visual identity of Be One Homes.   Noel Sharpe, our Group Chief Executive Officer, said: “We embarked on our journey with Arcon in 2019 and it’s a partnership that has already created many positive outcomes for our customers, communities and our staff.   “Becoming one organisation was a natural next step. It enables us to continue investing in homes and services, delivering significant benefits for our communities across the region.    “The efficiencies and financial savings achieved by operating as a single team will help us to provide more people with a safe, secure and affordable place to live.”   Explaining the new name for our organisation, Noel added: “Though Bolton is, and will remain, our heartland, we’ve been developing and managing more homes outside of the borough over the last few years. Joining together with Arcon has further added to the number of homes we have in other areas of Greater Manchester and the Northwest.   “We want all our customers, staff and stakeholders to feel valued by and connected with us. For these reasons we decided to explore a new name that’s not location-specific and better reflects our shared values. Be One Homes embodies our commitment to accountability, inclusivity and togetherness.”   Arcon’s 1,300 homes across the region are now part of Bolton at Home, and Arcon customers have Bolton at Home as their landlord. All tenancy agreements, leases, and rights remain unchanged.   Rents and service charges will continue to be set according to government guidelines, and services will be delivered as they have been previously. 

A side project grows to $65,000,000 through acquisitions. Craig Fuller is CEO and Founder of FreightWaves, which provides logistics companies with global supply chain intelligence and data. In 2021, he acquired the magazine FLYING for $3.5 million as a side project after taking up aviation and being uninspired by the content available for his new passion. The deal structure to acquire FLYING followed what I consider a typical SMB acquisition structure. Fuller paid $2.5M at closing, with the balance paid over time. Originally, Fuller envisioned investing in improving FLYING and making it a premier enthusiast publication. It would be his trophy asset that he could talk about with his fellow aviation fans. He found that FLYING had a core audience that was a fantastic community. This discovery inspired Fuller to rethink his original theory that FLYING would simply be a trophy asset. What if he could acquire other audiences and offer services and products they already wanted and needed? Thus began the Firecrown portfolio. Fuller has acquired other aviation, marine, model building, and space publications. He has also acquired a few SMBs that can sell products and services to these audiences. He has even acquired 1500 acres of land that he is developing into a community centered around a private runway and received commitments through advertising in the publications he had acquired. Fuller’s current results show that Firecrown is expected to earn $65M this year. And he isn’t done growing through acquisition—he wants to grow it to $1B! Fuller’s story exemplifies the power of acquisitions to grow an SMB. When Fuller acquired FLYING, it was only earning $2.5M in revenue. In less than five years, Fuller’s side project has seen revenue grow by 26x. Media (which I define as any asset that has an audience) acquisitions are not new. Fuller is acquiring the media and then acquiring SMBs with the products and services he can offer the audience. But, if we already have products and services, we can acquire media and use it similarly. Growth through acquisition is not limited to large companies and investment funds. SMBs can leverage this incredible power and get even better results than their larger counterparts.

Companies are offered a partnership Wall to Wall Group operates in a market with good growth prospects but that is also relatively fragmented. This is the case both within and outside the Nordic region. That is why the company views acquisitions as a natural way of growing the company. In the first instance, the company wants to immerse itself in existing business areas but is also interested in other related services aimed at property owners and that can thus be sold and provided through the same channel.   Wall to Wall Group has been partly built through acquisitions, which means that there is a great deal of internal experience and knowledge associated with this. Wall to Wall Group regards acquisitions as a partnership and primarily seeks to acquire companies run by like-minded people. The company’s acquisition model means that such companies are offered a partnership where the purchase price is divided between cash and shares in Wall to Wall Group, as well as an additional purchase price that is paid over time based on the achievement of jointly agreed goals. Exceptions may occur, for example, when acquiring companies with a different type of ownership structure, where the selling party is looking for a different and better owner for continued development of the business.   https://lnkd.in/dC7Ruzzk

Montbleau Holdings, a Portfolio Company of Crescendo Capital Partners, Completes Acquisition of Buda Woodworks Montbleau Holdings, LLC (“Montbleau”) is pleased to announce its acquisition of Buda Woodworks, LLC (“Buda”) from A.P. Brashear Group. Based in Austin, TX, Buda designs, fabricates, and installs architectural millwork and casework primarily for commercial applications. The Buda acquisition adds another market leader and strong management team to the platform and expands Montbleau’s footprint into four large and growing TX MSAs. The combined company, comprised of Montbleau & Associates, Northwest Woodworks, and Buda Woodworks, is one of the largest architectural millwork firms in the country with experience across a wide variety of end-markets and expertise to execute the largest, most high-profile projects.   Callodine Strategic Credit and Muzinich & Co. provided junior debt to support the transaction, while First Merchants Bank increased their line of credit commitment.   Kent Cook, CEO of Buda, commented, “it’s an exciting time for the Buda Woodworks team. With the resources of the Montbleau platform behind us, we believe we can accelerate growth and provide both additional opportunities for our team and additional solutions for our clients”.   Joel Gaynor, Crescendo Principal and Montbleau board member noted, “It has been a great pleasure to get to know the team behind the excellent workmanship and reputation of Buda. We, Montbleau and Crescendo, look forward to partnering with them and discovering what Buda can accomplish in the coming years.”   “It is very exciting to witness the continued and rapid growth of the Montbleau platform. Buda is an outstanding addition and further proof that Montbleau is an acquirer of choice in the architectural millwork industry” Michael MacRitchie, Crescendo Partner and Montbleau Board Chairman, added.   Price Brashear, principal of A.P. Brashear Group indicated “I am excited about the opportunity that Crescendo and Montbleau bring to the Buda Woodworks team. The future is bright with the successful combination of these outstanding organizations.” Overview of Crescendo Crescendo invests in middle-market companies at inflection points, bringing capital and scaling skills to unleash latent growth potential. Crescendo has made ~15+ acquisitions totaling ~$500+M (including add-on’s), and has a particular expertise in the construction trades, with 13 closed acquisitions. Crescendo has 7 investment professionals in 4 offices, plus 4 professionals with operating skills.

In 2024, PSN s.r.o. wants to spend more than CZK 1 billion (€40 million) on new acquisitions ► https://lnkd.in/dwieS7tS #commercialrealestate #propertyinvestment #realestateinvesting #realestatetrends