Public Private Partnerships
The Dubai Family Office is an international family office with a direct investment mandate covering real estate and operating businesses. The family built its wealth by managing a single operating business and its underlying property. The family then executed an expansion strategy. Integral in the story of this family’s success is the willingness to take calculated risks to build a strong business and to work with exceptional partners when needed.
At the Dubai Family Office, we follow the same strategy to protect our family’s capital for future generations and grow that wealth through co-investments and direct investments. Our goal is to identify other family office co-investors and acquisition targets that will provide a return on capital for the family. Our primary investing focus is on acquiring portfolios of real estate assets or operating businesses, but we also consider one-off assets, such as a large operating business or a significant real estate property. Currently, we are looking to allocate to the following areas within real estate: *Multi-Family (Apartment Building) Portfolios *Self-Storage Development Opportunities or Portfolios of *Assets Family Office Real Estate Investor *Parking Garages (Standalone or Portfolio) *Fuel Stations (Portfolios Only) *Hospitality/Hotel Assets (Standalone or Portfolio) Any operating business with a large real estate component We typically start with a check size of $20 million per deal but we can invest as little as $10 million for the right deal. We are able to participate in deals of up to $1 billion in transaction size. We are open to distressed situations in select cases where the family’s real estate and operating expertise can be applied. Please email any applicable deals to us at: [email protected]
Public Private Partnerships
Our international family office seeks to expand our portfolio of operating businesses which are currently concentrated in two different industries.
Check sizes for transactions range from $10 million up to as high as $1 billion at the high-end. While we have historically expanded from a single business to form a platform of businesses, our family office will consider acquiring an existing portfolio of related businesses
We are open to investing our patient capital into a broad variety of direct investment opportunities but we would prefer the following:
- $500,000+ EBITDA-producing businesses during the last full year of operations.
- U.S.-based operating businesses (select international, for now)
- Preference given to businesses based in California, the West Coast, Southeast and Florida, but we consider opportunities across the nation.
- Operating businesses with a real estate component are of particular interest
Will consider distressed assets
We have the ability to move quickly but we are under no time pressure to flip an operating business in 3-7 years. We have a team and the experience necessary to navigate complex situations whether they be financial hardships, debt, buy-out complications, or replacing a private equity fund on your cap table.
SPV Administrative Services
Managing your global SPVs within your fund structure can be time-consuming and complicated. We’ll help you navigate the complexity.
Special Purpose Vehicles (SPVs) are popular because they play a vital role in the efficient operation of nearly all types of private investment funds.
As a global business, operating internationally, the setting up of SPVs around the globe can be challenging, with rigid rules and processes that must be followed carefully.
And, this is often exacerbated when managing the ongoing operations and accounting for multiple SPVs within your private capital fund structure and the complexities different investment types bring.
As you look to expand your investment strategies into multiple jurisdictions across multi-domiciled funds, you also need to address regulatory and compliance requirements, understanding that complying with certain regulations may take longer depending on the availability of relevant documents and information. Ensuring tight due diligence, whilst providing more transparent reporting are other key considerations of your SPV structure. This is made harder when juggling the day-to-day management of multiple service providers and the subsequent data aggregation.
Our team of over 4,000 professionals around the globe are well-equipped to deliver a complete, end-to-end, SPV solution, across all private capital asset classes and across all locations. By coordinating centrally and delivering locally we can make it a little bit easier for you to focus on what you do best.
Our range of specialised corporate, accounting and reporting services can further remove any burdensome tasks and our best-of-breed technologies, including our proprietary platform IRIS, enable you to see a detailed and consolidated view of all your global legal entities, at a click of a button, from any device.
Technical and Managerial Support to SMEs
Management support is widely reported to be a contributor to influencing corporate entrepreneurship within organisations. Managerial support and attitude are described as having a direct positive link on the levels of corporate entrepreneurial activity exhibited in organisations. This paper provides an overview of the role of managerial support within Small and Medium-sized enterprises (SMEs) in the seafreight transport industry.
A questionnaire, adapted from the Corporate Entrepreneurial Climate Instrument (CECI), developed by Morris, Kuratko & Covin (2008), was distributed to organisations of differing sizes in the seafreight transport sector. The questionnaire measured key antecedents of corporate entrepreneurship. Data was analysed by means of a one-way between-groups ANOVA. Results indicate that managerial support for corporate entrepreneurship in the sampled SMEs is relatively low. Results further indicate that as an SME increases in size, its level of management support for corporate entrepreneurship improves. Respondents under the age of 30 perceived a higher level of support than their older counterparts. This paper provides recommendations regarding initiatives SMEs can undertake to improve managerial support levels. The findings and recommendations of the paper are of particular interest to middle-level and senior managers within SME’s in the seafreight industry who have a direct influence over managerial support levels in their respective organisations.
Management Buy-Out and Buy-In
A management buyout (MBO) is a transaction where a company’s. management team purchases the assets and operations of the business they manage. A management buyout is appealing to professional managers because of the greater potential rewards and control from being owners of the business rather than employees. Management buyouts (MBOs) are favored exit strategies for large corporations that wish to pursue the sale of divisions that are not part of their core business, or by
private businesses where the owners wish to retire. The financing required for an MBO is often quite substantial and is usually a combination of debt and equity that is derived from the buyers, financiers, and sometimes the seller. While management gets to reap the rewards of ownership following an MBO, they have to make the transition from being employees to owners, which comes with significantly more responsibility and a greater potential for loss. One prime example of a management buyout is when Michael Dell, the founder of Dell, the computer company, paid $25 billion in 2013 as part of a management buyout (MBO) of the company he originally founded, taking it private, so he could exert more control over the direction of the company
Understanding Private Placement
Private Placement A private placement is a sale of stock shares or bonds to pre-selected investors and institutions rather than on the open market. It is an alternative to an initial public offering (IPO) for a company seeking to raise capital for expansion. Investors invited to participate in private placement programs include wealthy individual investors, banks and other financial institutions, mutual funds, insurance companies, and pension funds.
finance. Governments or companies prefer project finance for long gestation projects or for joint venture arrangements or collaboration arrangements. Project finance model adopted in BOT (build, operate, and transfer) model contains multiple key elements. The funds are arranged through a special purpose vehicle (SPV). A company may carry the project themselves or subcontract a portion of the project. In the absence of revenues during the construction phase, the interest on debt capital is paid after the commencement of operations.
Pension &Provident Funds
They are generally compulsory, often through taxes, and are funded by both employer and employee contributions. Governments set the rules regarding withdrawals, including minimum age and withdrawal amount. If a participant dies, his or her surviving spouse and dependents may be able to continue drawing payments. Unlike the U.S. Social Security system, workers in provident funds often only pay into their own retirement account, rather than a group account, so in this sense, a provident fund is similar to a 401(k) account. One key difference, though, is that in a 401(k) account, the account holder makes the investment decisions, while in a provident fund, the government makes the investment decisions.