Professional Documents
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Distressed Investing 2010
Distressed Investing 2010
Investing Report
Highlights from the 2010 TMA
Distressed Investing Conference
Contents
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Expecting the
UnexpectedRisks in
Distressed Deals
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Robert J. Duffy of FTI Consulting, Inc., discusses events leading to the liquidation of
Circuit City. Professor Edward R. Morrison of Columbia Law School (far left) moderated
the session, which also included panelists Gregg M. Galardi of Skadden, Arps, Slate,
Meagher & Flom LLP; Lawrence E. Klaff of GB Merchant Partners; and, right, Richard M.
Pachulski of Pachulski Stang Ziehl & Jones LLP.
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Dropped in a Firestorm
In its Chapter 11 filing, Circuit City listed assets of $3.1
billion and debt totaling $3.25 billion. Among the claims
filed in the case were $650 million in total trade debt.
Of that, as much as $350 million were administrative
priority claims for goods delivered within 20 days of the
bankruptcy filing. The company also had $64 million in
underfunded pension obligations, according to the filing.
Under amendments to the Bankruptcy Code enacted three
years earlier, Circuit City had just 210 days to determine
whether to assume or reject leases on its 602 stores.
Richard M. Pachulski, a partner with Pachulski Stang
Ziehl & Jones LLP and the lead attorney for the creditors
committee in the case, said that many of Circuit Citys
suppliers felt their group was being asked to assume a
essentially all of the risk associated with a proposed sale
and restructuring of the retailer. He said the $1.1 billion
debtor-in-possession (DIP) loan supplied by a bank group
included only $50 million of new money but $30 million
in fees. The agreement also called for the banks to be
repaid by the end of February.
Circuit City was losingsome may disagree with
this$100 million a month, and you were basically
asking vendors to provide credit and to keep it alive and
risk their unsecured distribution, said Pachulski. The
creditors committee was dropped into a firestorm. We
had a horrible DIP arrangement, where effectively, when
you cut through it, you had $50 million of additional
availability for $30 million in fees, which was outrageous. So were dealing with that, and were dealing
with literallywithin two or three weeks of being
formedwhether the company should be liquidated or
(should remain a) going concern, and there were a whole
assortment of issues on that.
Out of Time
Galardi said that despite the obstacles it faced, Circuit City
believed that it might be able to sell the company if it
had more time. He said the company was frustrated with
what it perceived as the vendors view that Circuit Citys
case would be a liquidation from day one. Duffy and
Pachulski said, however, that some portion of the chain
may have survived had the retailer tried to break up the
company and sell it in pieces, particularly in the Northeast,
rather than trying to find one buyer for the entire company.
I think there were pieces of the business that could
have generated significantly more money than they did
liquidating, Duffy said. I think there was money left on
the table by not pursuing different regions.
The bar has been raised. You want to find better assets,
especially with the opportunities that are out there,
Spasov agreed. Weve probably averaged about a deal
per month for the last 12 to 16 months. Weve seen a lot
of deals.
Two other panelists, Steve Hinrichs, a senior vice president, business development manager, and office manager
for Bank of America Business Capitals Pacific/Southwest
region, and Jeanne Grasso of Wells Fargo Capital Finance,
said asset-based lenders also had been busy. Hinrichs said
that not only had his firm been involved in financing
traditional asset-based lending (ABL) deals in 2009, but
it also had refinanced a decent amount of traditional
commercial bank loans after that funding source for the
most part, kind of shut down.
Hinrichs said 2009 was his firms busiest year ever, topping 2008, which had been a record year to that point. He
said, however, that although his firm likes to participate
in large dealsthe bigger, the betterfew of those had
materialized in the previous 18 months.
It wouldnt be uncommon in Jeannes world and our
world to see a number of multi-hundred-million-dollar
deals in a year, but that hasnt been the case in the last
12 to 18 months, Hinrichs said. Its just smaller deals,
under $100 million, getting done.
Spasov said many deals his firm had participated in
during the previous 12 to 18 months came from companies that were overleveraged and needed to shed assets to
pay down debt or improve profitability to avoid tripping
loan covenants. Others came from lenders who found
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years. She said the ABL market provided a source of stability in 2009, when it ABL comprised a very significant
portion of the leveraged loan market.
www.bdoconsulting.com
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OBrien said that although opportunities abound, investors have shifted focus in response to market changes, and
they must be especially diligent in investigating potential
investments. His firm invests globally in loan portfolios,
corporate securities, real estate, and special opportunities.
The firm historically has enjoyed a 30 percent hit rate
on the deals it looked into, but OBrien said that percentage dropped to about 20 percent in 2009.
In addition to good investment opportunities, there were
a number of less attractive deals attempting to compete
for capital.
Id say in 2009 the investment opportunities in corporate
credit were unprecedented, but now in 2010, its really,
really tight. Were not interested in overly tight markets,
he explained. In real estate, how choosey are we going to
be? Real choosey in real estate.
Colleen Palmercpalmer@getzlerhenrich.com
R E A L C H A L L E N G E S . R E A L S O LU T I O N S .
Joseph S. Berry of Keefe, Bruette & Woods discusses recent bank failures during Where Are the Banks Going? Panelists,
seated, left to right, were Tom Gordy of CM&D Capital, Brad Amundsen of The Private Bank, Tim Kruse of the FDIC, and
John E. Freechack of Barack Ferrazzano.
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Increased Scrutiny
John E. Freechack, a partner with Barack Ferrazzano and
chairman of the firms financial institutions group, said
regulators have responded by being especially harsh
in recent examinations. His firm represents about 250
banks across the country, most of them community and
regional institutions. In some cases loans that passed
muster in previous exams are being downgraded now, and
regulators are much less likely to negotiate with bankers
over potential problems, he said.
Enforcement actions are being handed out like popcorn,
Freechack said. In the last 10 years, weve done two,
three enforcement actions a year. In the last 18 months,
weve done about 60 of them.
I spent the last week with the FDIC on our annual
checkup, and I will tell you it was the most rigorous
checkup in my career, said Brad Amundsen of The
Private Bank in Chicago.
Loans that were underwritten in 2005 or 2006 at a 75 or
85 percent loan-to-value ratio, collateral for which has
sustained a 35 percent reduction in value, carry LTVs of
105 to 120 percent today, Berry said. In the hardest hit
areas, those loans may now stand at 126 to 155 percent
LTV ratios. To move those assets from their books, banks
basically would have to write off the difference between
the initial loan and todays LTV.
That would wipe out their capital, Berry said. Its one
of the reasons that youre not seeing a lot of sales of
distressed assets today.
For now, Amundsen said, bankers are trying to work with
some of their borrowers rather than write off those loans.
As long as a borrower is making payments on a loan, he
said, his bank can look at amending and extending the
agreement.
We still have some leeway, even if you recognize that
all the equity is gone and your loan is underwater,
Amundsen said. Where thats not the case are loans that
have no cash flow, and those are the ones we are actively
and selectively trying to dispose of.
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CORPORATE
RENEWAL
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Pursuing Opportunities
People keep asking us if were seeing good opportunities,
and we basically say, Were trying not to become an opportunity, which is the nature of the market today, said
Robert M. Caplin, a principal and executive vice president
with Next Realty, whose firm invests in shopping centers
and parking structures.
Neil Aaronson, CEO of Hilco Real Estate LLC, said he has
no problem finding property that can be purchased at 30
or 40 percent of replacement value, or prices per square
foot that are 30 percent of what they were two years ago.
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Matthew B. Schwab (second from right) of Karlin Real Estate sees 2010 as a good year for investors interested in distressed
properties. Joining him on the panel were (from left) moderator Matthew Bordwin of KPMG Corporate Finance LLC, Neil Aaronson of
Hilco Real Estate LLC, Nick Smith of Angelo Gordon & Co., and Robert M. Caplin of Next Realty.
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Market Movement
Although panelists agreed that banks in 2009 were unwilling or unable to let go of troubled assets, they predicted
that many of those would begin hitting the market this
year, as banks move to write them off. I imagine they
were hoping something better would happen over the last
12 months, but its certainly deteriorated significantly,
Caplin said.
Schwab said, however, that opportunities were already
available to those willing to do their homework and work
their contacts at local and regional banks, which hold
most commercial real estate debt.
There is no better marketing than closing a deal, Schwab
said. The condominium deal we did was actually a pain
because there were three banks to negotiate with. The
great thing was we had three sets of banks post-close (to
whom) we could say, What else you got?
Highly Innovative.
Thomas R. Califano of DLA Piper LLP (US) says companies have fewer legal options the longer they wait to restructure, during a
panel discussion with moderator William K. Snyder, CTP, of CRG Partners Group LLC, left, Carrianne J. Basler of AlixPartners and
William R. Quinn of Versa Capital Management Inc.
Fixable Problems
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Other Options
Quinns firm, Versa, has occasionally opted to use alternatives to the bankruptcy process to conduct transactions.
Those include a business receivership, in which a court
appointee takes over a debtors business, and an Article 9
usiness sectors are performing better than expected despite the fact that consumers arent opening
their wallets as exuberantly as they did before the
financial crisis toppled the economy into recession.
Frank A. Merola, a managing director with Jefferies & Co., discusses how dampened consumer
spending, overlapping markets, and overbuilt casinos are affecting the gaming industry. Joining him,
from left, are Ronald F. Greenspan, a senior managing director with FTI Consulting, Inc.; Kathleen
Steele, a managing director with Equity Group Investments; and Charles M. Moore, CTP, a senior
managing director with Conway MacKenzie, Inc.
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No Sector Unscathed
No sector remained unscathed from the downturn,
particularly retail, whose fortunes are tied to flagging consumer confidence. The savings rate has increased and a
lot of that is driven by a fundamental change in perceived
purchasing power, Steele said. Consumers buy based on
perceptions about their wealth, typically corresponding
to owning a home or retirement account with increasing
value. Those values plummeted in the recession, leading
more consumers to spend less and save more.
More recently what weve seen is the consumer really
switching from being a net-worth consumer to a netincome consumer, Steele said.
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11/9/10 10:58 AM
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Panelists Leon V. Komkov, Longroad Asset Management LLC, left, Lewis J. Schoenwetter, Bayside Capital, center, and John P. Tatum,
Prophet Equity, listen to aspects of a well-crafted deal that turned dicey.
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different places in the balance sheet and income statement where earnings have not translated into cash.
Had people done that in Enron, had people done that
in some of these more spectacular blowups, the answers
would have been more clear very early onimmediately,
Schoenwetter said.
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of the market for plastic bags, each with about $30 million in earnings before interest, taxes, depreciation, and
amortization (EBITDA).
Changing Markets
Dealmakers also should be wary of market risk, which
takes into account customer relationships; market share
by customer, segment, and product and service; growth
opportunities; and competitor behavior since the companys decline. Shein provided an example of a marriage
between two companies that each controlled 25 percent
Skadden
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Skadden, Arps, Slate, Meagher & Flom LLPs global corporate restructuring practice advises companies experiencing financial difficulties, purchasers of and investors in distressed companies, and
lenders to and creditors of such companies on complex business reorganizations, troubled company
M&A, debt restructurings and financing matters.
Practice Co-Leaders
John Wm. Butler, Jr.,
Partner | 312.407.0730
Jay M. Goffman
Partner | 212.735.2120
J. Gregory Milmoe
Partner | 212.735.3770
Beijing | Boston | Brussels | Chicago | Frankfurt | Hong Kong | Houston | London | Los Angeles | Moscow | Munich | New York
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Organizational Risk
Execution risks also can topple grand plans. Tatum
recalled a management teams attempt to turn a product
reseller into a services business. Obviously, selling productand being able to do that well and do it profitably
is a very different thing than selling services, Tatum said.
Really try and understand why it is that the company is
going to be able to get from A to B. Obviously, just doing
what you are doing better probably is a little bit easier.
When physician and dental practice management organizations (PPMs and DPMs) were all the rage in the late
1990s, it took missed earnings and an analysts return
on investment capital study to reveal that doctors and
dentists were working less than they had before professional managers started running consolidated offices.
The multiples came off dramatically to reset the expected
return on the investment, Schoenwetter said.
CV Moss Inc.
D.E. Shaw & Co.
Day Pitney LLP
Deloitte & Touche Inc.
Deloitte & Touche LLP
Deloitte Financial Advisory Services LLP
Deutsche Bank Securities
DLA Piper LLP (US)
Donlin Recano & Company Inc.
E. H. Winston & Associates
Elliott Management
EPIQ Systems Inc.
Equity Group Investments, LLC
Ernst & Young LLP
Executive Sounding Board Associates Inc.
FamCo Advisory Services
Federal Deposit Insurance Corporation
Fennemore Craig PC
FirstCity Crestone LLC
Forsyth Capital Investors
Fortress Investment Group LLC
Fraser Milner Casgrain LLP
Freeborn & Peters LLP
FTI Consulting Inc.
FTI Palladium Partners
GaiaTech Inc.
Galt Industries, Inc.
The Garden City Group Inc.
Garrison Investment Group
GB Merchant Partners
GCA Savvian Advisors, LLC
GE Capital GSF Special Situations Group
GE Commercial Finance
Getzler Henrich & Associates LLC
GoIndustry-DoveBid
Goldman Sachs & Co.
Goldman Sachs Special Situations Group
Gordon Brothers Group LLC
The Gores Group
Gould & Ratner
Goulston & Storrs PC
Grant Thornton LLP
Great American Group
Greenberg Traurig, LLP
Greenhill & Company, LLC
Hahn & Hessen LLP
Harris Williams & Co.
Heenan Blaikie LLP
Hilco
Hilco Merchant Resources LLC
Hilco Real Estate LLC
Holland & Knight LLP
Houlihan Lokey
Howard Industries
Huron Consulting Group
HYDRA Professionals LLC
Incyte Capital Holdings LLC
Industrial Auctioneers Association
Barliant Auctions, Inc.
Industrial Opportunity Partners
2010 TMA
Distressed
Investing
Conference