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Commercial transactions can be a stressful time for any business, so Terry’s goal for every transaction is to ensure his clients feel better off for having him in their corner. He does this by taking the time to understand his clients’ businesses and the key drivers for entering into each transaction, providing robust recommendations for successful outcomes and by taking one less stress out of their lives.
Terry’s strategic approach accounts for all aspects of a transaction, including risk appetite and client values but it’s his vast experience that allows him to think outside the square and develop solutions unique to your business.
His consistency in providing excellent and practical advice has made him a trusted advisor to many long-standing clients. Being a part of the bigger picture and knowing he is helping make key business decisions is what drives Terry to keep doing what he does best – help businesses grow.
corporate structures and restructures
corporate succession planning
mergers and acquisitions
foreign owned subsidiaries
Our client received an offer for the sale of its motor dealership businesses to a buyer who needed to wrap up the deal within a three month window. A tight timeframe for any transaction, this one was complex as well. In addition to negotiating and signing the main sale agreements, this transaction involved transferring more than 20 leases with multiple landlords, obtaining approvals and consents from many third parties, transitioning hundreds of employees and managing a number of spot fires along the way. While a more orderly sale process would have been less stressful, our client was keen to act on the offer. We collaborated closely with the client to drive the aggressive timeline and take a commercial position on many issues along the way. Terry’s extensive knowledge of the automotive industry helped get the deal over the line.
Our client is the Australian subsidiary of a leading European manufacturer of well-known construction hardware. A strategic acquisition opportunity was presented to the Board and quickly accepted. Financial advisors started working on the numbers and both parties engaged Big 4 accounting firms. We quickly identified risks and found solutions in due diligence, project managed the transaction and completed the transaction on time, displaying technical abilities, responsiveness, client intelligence, international reach and flexibility in service delivery. The new acquisition has since increased in both turnover and profit.