- Recommend best alternative: Seller payoff? Buyer assumption? Buyer assumption and payoff?
- Assess financial risk of assuming equipment leases and actions required to mitigate unplanned costs
- Propose strategy for integrating Seller CapEx requirements into the Buyer's CapEx finance program to create immediate cost benefits and additional leverage to the enterprise
- Execute on what was learned in diligence / cost take out, early terminations, or other potential interventions
- Model and execute on strategies for converting "EBITDA to Cash" to free up cash for debt repayment
- Ensure all future add-on acquisitions, divestitures-any M+A–are reviewed for equipment financing implications
- Review facility openings or closings that could create opportunities and/or risks
- Build out and manage a best-in-class ongoing equipment finance program
- Convert operating leases to capital leases to increase EBITDA, create efficiencies during exit process
- Prep lease contracts for exit (i.e., rights to keep, return, or renew line items)
There are as many as 15 different steps required to transition one leased asset, not to mention dozens of emails and phone calls with leasing companies and other involved parties. Leasing companies' response may add 30 to 90 days to assignment completion, resulting in bad will between the buyer, seller, and lessors. Hand equipment leasing off to Optimus' specialists.
Our clients have faced unplanned lease expenses of hundreds of thousands, sometimes millions of dollars, simply by overlooking a single clause in one of their contracts. Others have faced the prospect of having cross default clauses enforced, resulting in mass acceleration of all future lease payments.
DO YOU HAVE THE BANDWIDTH & EXPERIENCE TO FIND AND DEAL WITH THESE CLAUSES IN YOUR CONTRACTS?