Business Cases – Industries

Our expertise in the Aerospace industry has gradually spread to the Defence industry, other Mobility-related sectors and Greentechs.

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Financial structuring – international group recovering from a safeguard process (France – Canada)

A prominent aerospace outfitter (€200m revenue) participating in critical industrial programs finds itself in distress and undergoes safeguard procedures. Shareholders appoint two firms to carry out an in-depth turnaround to restore financial health and pave the way for recovery.

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Structuring of the strategic process (international group)

The Chairman of a major player in the aerospace industry’s subsidiary wishes to significantly diversify its operations, while keeping the ability to satisfy orders from its parent company. External growth, excluded in the short term, could be considered at a later stage.

6

Launch of a corporate university using Agile methodology

The subsidiary of a major player in the aeronautical industry, having identified training as a strategic issue, wishes to launch a corporate university (academy) while developing transversality between its business units

1

Build Up (international group)

As Deputy CEO, Isabelle led LISI Aerospace to grow its revenues from €150m in 1999 to €450m in 2008, while imposing a significant broadening in international presence.

2

Financial structuring – international group recovering from a safeguard process (France – Canada)

A prominent aerospace outfitter (€200m revenue) participating in critical industrial programs finds itself in distress and undergoes safeguard procedures. Shareholders appoint two firms to carry out an in-depth turnaround to restore financial health and pave the way for recovery.

3

Positioning of the external growth strategy and target analysis (international group)

The Chairman of a division recently spun-off from a large industrial player asked Alba & Co to prepare the contents for a work seminar on strategy.

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Structuring of the strategic process (international group)

The Chairman of a major player in the aerospace industry’s subsidiary wishes to significantly diversify its operations, while keeping the ability to satisfy orders from its parent company. External growth, excluded in the short term, could be considered at a later stage.

5

Financial due diligence and de-risking

As part of a cross-border deal, the management of an aeronautical maintenance and services company seek advice to monitor the overall acquisition process in order to mitigate the risks, in a bankruptcy context of the target.

2

Reintegration of a subsidiary into the parent company

In a context of industrial ramp-up, following the signing of a major contract, a defense industrial group wishes to reintegrate one of its subsidiaries in order to refocus efforts on the service of this contract.

1

Carve-out (international group)

A large telecommunications group sells a non-core division to a private equity fund. The disposed perimeter is a pivotal player in the field of digital payments safeguards and processing.

2

Reintegration of a subsidiary into the parent company

In a context of industrial ramp-up, following the signing of a major contract, a defense industrial group wishes to reintegrate one of its subsidiaries in order to refocus efforts on the service of this contract.

3

Value Proposition Design – New commercial offer

An engineering services player has decided to redraw the contours of its commercial offer and its strategic roadmap to improve its value creation.

2

Management of the carve-out and negotiation of the TSA (France – China)

A large outfitter undertook to divest from several non-core divisions. A private equity fund takes interest in one of them and appointed Alba & Co to assist.

4

Assistance in the costing and drafting of a commercial offer

As part of a bid for a contract with very high exposure (€ 1bn), the Finance department of a leading player wishes to improve the reliability of the data produced by the operational teams.

6

Technological exploration

At the instigation of its board of directors, the management of a listed engineering group, world leader in its domain, wishes to examine the interest of diversifying in an adjacent market.

2

Target scouting

A maritime engineering Group identified 3 areas for target research (acquisition or partnership). After several unsuccessful internal attempts, the Group decided to seek for external support.

1

Project financing of a large infrastructure project

A French Group initiated the construction of a railway, critical for the development of 7 states in West Africa. Conceived to be initially financed on the Group’s equity, the project quickly required external financial partners.

2

Management of the carve-out and negotiation of the TSA (France – China)

A large outfitter undertook to divest from several non-core divisions. A private equity fund takes interest in one of them and appointed Alba & Co to assist.

3

Modeling and simulation of strategic scenarios

A business unit of a leading group wishes to compare different long term decommissioning scenarii for 40 major installations, in order to evaluate financial needs and design potential partnerships.

4

Assistance in the costing and drafting of a commercial offer

As part of a bid for a contract with very high exposure (€ 1bn), the Finance department of a leading player wishes to improve the reliability of the data produced by the operational teams.

5

Digitalization of the Finance division

The Africa division of a major logistics player must take a significant step in the digitalization of its Finance department while rationalizing the dedicated IT staff.

6

Technological exploration

At the instigation of its board of directors, the management of a listed engineering group, world leader in its domain, wishes to examine the interest of diversifying in an adjacent market.

1

Financial and strategic due diligence (energy sector)

A private equity fund is interested in an innovative technology (specific turbines), developed by a rising and ambitious start-up which already achieved 2 rounds of financing.

2

Target scouting

A maritime engineering Group identified 3 areas for target research (acquisition or partnership). After several unsuccessful internal attempts, the Group decided to seek for external support.