Software for Coppers Makes a Mint (Published September 2004)
This client example is especially written for those who specialise
in Business Turnaround, be it Insolvency Practitioners or other advisors. You
introduce and advise, we finance.
However, CIM Systems found us through our web site. In April 2002 we were
asked for selective debt finance on contractual debt. CIM supplies telecoms
control centres to the Police and other Emergency Services. Their own "Calltouch"
software brings together proven technologies in a touch screen driven state-of-the-art
integrated communications control system – very high tech. In layman's terms
it consolidates different types of communication into one call management system
so that the operator can access all the required channels to provide urgent
assistance.
"The funding of CVAs and restarts after liquidation is an art
form, a skilled job . . ."
Paul Roberts, MD, indicated that CIM's turnover would be £2.5m in 2002 and
£5m in 2003. But he did not proceed at the time and we kept in occasional touch.
Nearly a year later we were talking to the new Financial Controller, Martin
Culley. The company had suffered from uncontrolled growth and overtrading and
was now technically insolvent. Keith Steven of KSA was advising on a 5-year
"Company Voluntary Arrangement" (CVA). The orders were still there, but CIM
would lose its ability to get credit from key suppliers and therefore could
not trade.
CIM's sales contracts can be large, up to £1m, with stage deliveries of hardware,
software and training. Those contracts have liquidated damage clauses and milestone
payments. Such contracts are hard to fund when the client is stable, but even
harder with the uncertainties of a CVA.
Our job was to secure the principal supplier of the hardware, a Danish company,
for sums of money individually up to £300k, repaid from a factored debt on that
stage of supply.
". . . the
difficult we do immediately; the impossible takes a little longer."
We purchased hardware components with a combination of Supplier Undertakings
on 30 days credit and advance payments (backed by supplier bank bond). We negotiated
these terms with the supplier in Denmark, which gave the supplier confidence
in the payment process.
18 months later, CIM is now realising its sales and profits potential. The
fundamental qualities of the products and the management have resulted in a
successful CVA. The shareholders have now accepted a substantial price for their
shares and the CVA has been fully discharged, over 3 years early. Regrettably
(for us) the new owners need no further support from us, but we played our part
in this successful conclusion.
The funding of CVAs and restarts after liquidation is an art form, a skilled
job for us. We need to be involved at the planning stage to guide the process
towards one we can fund. It is natural for suppliers who have lost money to
be sceptical about the payment security we give if they continue to support
the business. Indeed, we have to be certain ourselves; CVAs and restarts are
hard work.
And we often have to offer facilities very quickly. But we claim that "the
difficult we do immediately; the impossible takes a little longer". That is
our job.
So, we arrested this one early and the owners have now made a mint
out of the coppers, having been let out before serving their full time. Good
for them.
Written by David Ross Director
Download
the Article 'Software for Coppers Makes a Mint' at www.fairfaxgerrard.co.uk/docs/BusMon 0904
Software for Coppers.pdf
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