Viewing post categorized under: Investment Banking & Advisory

October 28 / C-Level Management, Investment Banking & Advisory

CEO, Russia – Moscow based Global Investment Bank

The Brief

To find a CEO for the Moscow business of a global investment bank.

The Challenge

A very narrow and over-broked target pool of “obvious” candidates in the Russian financial services market, most of whom were already known to the client and for various reasons had been discounted.

The Solution

Given the narrow candidate universe among our client’s peers in the Russian market, we set our search parameters much wider to encompass CEO level individuals with the requisite Russian experience and market knowledge but within other industries including professional services, accountancies and law firms. We also extended our search to include individuals who had previously held senior finance and banking roles in Russia, and so knew the market very well, but who had since moved on to other markets.

We were able to look this broadly because, thanks to our 20+ year track record in the Russian market, our network extends to the upper echelons of the Russian business community and allows us privileged access to very senior individuals. As a result we were able to efficiently identify the non-obvious candidates who nevertheless had the skills, seniority and client access required of the CEO position. It was just such an individual who our client, after considering the options we put forward, decided to appoint.

Key Contact

Taru Oksman
October 27 / Investment Banking & Advisory, RHS/Debt Advisory & Restructuring

Acquisition Targets & Team Identification For Financial Advisory – European Financial Institution

The Brief

To assist a major financial institution in adding additional advisory services to its European-centric M&A business.  Areas considered were M&A, debt restructuring, debt advisory and equity advisory.  Whilst an acquisition was preferred, we were also asked to look at potential team hires without onerous non-compete clauses in their contracts.

The Challenge

Extensive research and due diligence was required to advise our client on which advisory services would provide the best ROE.  Since some advisory services are highly cyclical, we also wanted to ensure our client wasn’t overpaying for an impressive ROE that was performing at its peak or underpaying for modest returns that could shortly take off.  Furthermore, it was necessary to ensure a good cultural fit, and the long term benefit from the acquisition for both parties.  As this project took place over the 2016 European referendum, we also had to analyse the positive or negative impact this might have.

The Solution

We conducted a thorough mapping of the potential acquisition opportunities where we felt there was sufficient upside to warrant an acquisition.  We also looked at teams whose contracts were domiciled in jurisdictions where non-compete clauses were not relevant.  We shortlisted five institutions, covering three different advisory services.  These were extensively referenced in a confidential manner leading the client to reduce this list to two.

Key Contacts

Adrian de Vere Green
Tom Chamberlayne