Looking to Deploy Capital?

Let us ramp up your deal flow!

There are many ways that corporate investor groups source opportunities, and they range from the laughably inefficient to tremendously focused and effective.

At the lower end of these efforts are obvious form letters from obviously junior associates of firms that are obviously fundless sponsors. These attempts are dead on arrival. Equally fruitless are phone calls that seldom make it past the gatekeeper. There are far better ways to find quality investment opportunities.

How much time do you spend traveling, phoning and Googling for opportunities? When you do identify a desirable target, how do you distinguish yourself from the dozens of equally qualified suitors that are probably chasing the same deal? And after you spend thousands of dollars and man hours, how often do you find that the numbers they initially dangled were bullshit?

Let’s talk about how a relationship with Players Capital Group can increase your actionable deal flow. Our origination team is a group of successful former professional athletes. Just like you, we know and understand the Mergers and Acquisitions landscape.

It’s all about the closing table!

We also know how to read a P&L and a balance sheet. We understand debt, liquidity and finance. We understand the industry verticals you operate in. We understand that you are looking for a combination of these features and how to identify them:

Cash Flow Dynamics

  • Positive EBITDA
  • Stability, Predictability and Growth
  • Recurring Revenues

Market Positioning

  • Sustainable Competitive Edge
  • Identifiable and Differentiated Niche
  • Meaningful Barriers to Entry

Management and Staff Abilities

  • Proven Operators
  • Drive and Desire for Growth
  • Deep Industry Knowledge

Growth Potential

  • Presence in Stable and Growing Markets
  • Organic Growth or Add-on Opportunities
  • Accessible Growth Avenues

This is our footprint

Although you know how to raise money and where to successfully deploy it, you can’t be everywhere. If you have offices in New York, Chicago and LA, you’re still a thousand miles away from that foundry in Florida or that distributor in Durham you covet. In the places that are hard for you to get to, we’re already there. A relationship with us would provide you with a network of representatives everywhere in the country. Your initial overtures to these companies wouldn’t be from a junior person in your office or a faceless attorney but a highly polished local hero who can entertain the target in style.This is just the beginning of our value proposition.

When the right seller is talking to the right buyer, not much can happen to derail the deal. Deals that are destined to close usually do so quickly and quietly…  Do you have a steady flow of actionable opportunities?

Value creation is at the core of our existence, and here is the value in a relationship with us. When we put a deal on your desk, it will be for a company in a vertical you want, that wants to do a deal rather than kick tires, has reasonable price expectations and transparent books with no ticking time bombs. Most importantly, if this is a deal we sourced at your request, you will be the only one looking at it.

What’s in it for us? We want to work with senior partners at aggressive acquirers who know what they want, have done it before and know how to decisively steer a transaction to the closing table. If you have the paralysis of analysis, we’re not for you. If you’re looking for steady quality deal flow, fill out the form below and we’ll be in touch about how our highly targeted and focused systems can help us do great things together for a long time.

Get in touch

Looking for an Exit Strategy?

We have facilitated over 100 transactions as sell side advisors…

Think about the importance of the decision you are making when you decide to sell the business that has been your life for a decade or three. This is a milestone event, something you do once or very few times in your lifetime, not unlike getting married, having children, and graduating from college. You may have built a great company, but you still need to convert that blood, sweat and tears to money. You get one chance to do it right and maximize your return. 

You would be surprised at how many business owners never give their exit a passing thought until one day they decide they’ve had enough fun and it’s time to quit. And then they realize that selling a business is not unlike selling cantaloupes or concrete. They were successful because they had a plan, they understood the market, and they out-competed a host of opponents. Why would selling a business be any different? 

We are a very aggressive firm in an industry that is notoriously passive. You will not see us sitting back and waiting for our phones to ring, or for potential buyers or sellers to find us on behalf of our clients. You will never see your business listed on a website, waiting for a buyer to find it among dozens and dozens of other competing businesses. Instead, we get on the phone, we knock on doors, we attend trade shows and conferences, and we pay attention to industry trends.

In any industry we make a market in, we know who the buyers are and who will finance the deals. We can develop local, regional, national or international interest in your business. The buyer for a printing business doing $5 million in annual sales is most likely going to come from the same city or region the seller is already in. A chain of gas stations doing $50 million annually might be too big of a pill for any potential local buyers to swallow, so for them we may have to reach out to someone regionally or nationally. For some companies with new technology in a field like medical devices, the best match for you might be offshore, and we know how and where to look. 

Almost every business deal that reaches the closing table is a win-win for buyer and seller. Lopsided deals rarely close, let alone last for long. But there are still clear cut winners and losers every time a business changes hands. Do you know who they are?  Insights like this are our stock in trade and we effectively leverage this knowledge on behalf of our clients every day. 

Let us help you prepare for this event. We will show you know how you can be far more prepared for a successful exit whether you want to get out in three weeks, three months or three years.

Let’s prosper together!

There are many ways a partnership between our organizations can benefit us both…

Need Capital Quickly?

Speed is our business!

We can fund and close a transaction in less than 5 business days

Revenue and EBITDA Minimums

  • Revenue: $5 million+
  • Proforma EBITDA: Run rate of 250K per quarter

Situations We've Financed

  • Refinancings
  • Turnarounds
  • Bridge Capital
  • Pre-IPO Funding
  • Acquisition Financing
  • Stretch Piece
  • Management Buyouts 

When to Choose Players Capital

  • If your company does not have liquidity
  • If your company already has senior debt
  • If your company is looking for a bridge
  • If your company is making an acquisition
  • If you value your equity and want to avoid dilution

Why Public Companies Choose Players Capital

  • Avoid the process of registering securities; it can take up to 6 months
  • Protecting company share value by not diluting stock with the issuance of Convertible Debentures, Warrants, or any other toxic instrument
  • Avoid due diligence and legal fees
  • We can close and fund a transaction in less than 5 business days. Our competitors can take up to one month

Why Private Companies Choose Players Capital

  • Sensible alternative for working capital
  • Pre payment discounts
  • Competitive rates
  • Speed in which we close transactions

General Terms

  • Investment sizes:  $250K – $5MM; Investment size is a function of either 10% of annualized Revenues or 1X Net Income
  • Security:  Unsecured. We reserve the right to file UCC if owner breaks validity
  • Acknowledgement: Players Capital will acknowledge Senior Lenders and in some cases sign inter-creditor agreements.
  • Cost of Capital: Mid-Teens to Mid 30’s depending on Credit, length, and Use of Proceeds
  • Equity: None; No Warrants, Stock, Converts, PIKS, C6 is a 100% Non-Dilutive Partner
  • Expenses: Zero. Players Capital Covers all out of pocket expenses for both Legal and Due Diligence
  • Time to Close: Our core competency is speed. We close deals typically within a 3-4 day period.
  • Remittance Term: 2 to 12 months
  • Remittance Schedule: Straight-line weekly remittance with a cap of 15% of total sales in a given month for repayment
  • Geography: U.S. Based Businesses
  • Industries: Agnostic; no specialty finance, we fund cannabis and other VICE businesses.
  • Ownership: Privately Held, Venture / Sponsor-Backed, Public Companies
  • Use of Funds: Broad use of funds not limited to working capital, recaps, acquisition financing

Quick Processing

Cutting down the tedious legal documentation.

Downside Protection

Players Capital purchases future revenues for a discounted rate. Players only has downside protection if management breaks validity. If the company goes bankrupt Players has no claims.

No Upfront Fees

No deposit required for business due diligence and legal fees.

Pre-Payment Discounts

Savings of up to 15%

We Understand Value

We don’t require liquidity or EBITDA

Our Rapid Deployment Network

Recently we received a call from our friends at WorldClaim, the pre-eminent public adjusting firm in the world. Public adjusters represent insured people against their own insurers. Most people don’t realize that when your home or business burns to the ground or is destroyed by some other misfortune you don’t have to automatically accept what your insurance company offers in settlement. You can hire your own adjuster who knows the true value of your claim and will work with the insurance company to make sure you are paid every dime owed to you.

Their call was in regard to a Canadian oil boomtown, Fort McMurray, Alberta. The town had been leveled by a fire, and the New York Times estimated the damage at $9 billion dollars. They wanted to work those claims and help people who had sustained severe losses recover quickly, which is what they do. Their question was simple: Did we know anyone in that area with the influence to introduce them to people who needed their help?

For anybody but us, this would have been an impossible task. One of Players Capital Group’s Managing Partners, Jeff Brubaker had played for both the Calgary Flames and Edmonton Oilers of the NHL, and was still in touch with several of his former teammates with both clubs.

His first call was to Jim Peplinski, who had been the captain of the Calgary Flames. Peplinski referred Brubaker to an insurance executive in Toronto who promptly referred him to several prominent Fort McMurray civic leaders. 

His second call was to PCG Partner Kevin McClelland, who had won four Stanley Cups in Edmonton during their glory days of the 80’s. Kevin said “Oh yeah, I still know several people up there… call this guy for starters”…

It’s a 38 hour drive from Atlanta to Fort McMurray. In less time than it took WorldClaim to drive their disaster response vehicles up there we had introduced them to a $9 billion dollar market.

Who can we introduce you to?

Corporate Intervention Strategies

As a mergers and acquisitions firm, we are constantly evaluating companies for the purpose of preparing their owners for a successful exit.  In ideal circumstances, they are mature companies that are profitable and drama-free. But sometimes they’re not. Many times we are approached by owners who haven’t protected themselves from the threats that inevitably come from success, whether internal or external.

As companies grow, problems can emerge that were never anticipated.  Partnerships that were once effective become frayed due to disagreements in future direction. Sudden profitability can lead to waste, fraud and abuse. There are a hundred ways a promising business model can end up in the ditch.

Whether your problems are caused by people, processes or market forces beyond your control, we might be able to help. We have cleaned up some real messes in our day. Here are a few examples:

Case #1 The owner of a professional minor league hockey franchise called us in a panic.  After a stellar start to the season, his team had dropped several games in a row, and had just turned in several uninspired performances in front of increasingly dwindling audiences.  We spent three days there observing day to day operations and discreetly interviewing people who didn’t know they were being interviewed. After watching the head coach conduct practices and instruct his players, we knew he wasn’t the problem. The guy was obviously an excellent coach, and we know the hockey business. It didn’t take us long to learn that the problem was his assistant –an ambitious guy who was also one of our clients’ sacred cows. He knew that just a few more losses might get the head coach fired, which might make him the head coach, and by subtly suggesting to key players that their head coach was unwilling to recommend them to organizations at higher levels he was creating massive dissension.

Instead of our client firing a valuable high level asset and eating a hefty contract, he fired a cancerous distraction for cause. And it wasn’t people at the executive level that we learned anything from. In fact, it was the towel boy, the lowest ranking person in the organization who had always been treated with courtesy and respect by his boss, the head coach.

Case #2 We were approached by the CEO of a startup medical device company for early stage funding. It was plain to see that they had brilliant and disruptive technology that would forever change the supply chain of an industry to which there are incredibly high barriers to entry. But money to get the necessary approvals and research done was always in short supply.

The majority stockholder and patent holder was actually the Chief Scientific Officer, and not the man who had hired us. When we looked at the company’s offering materials, we knew immediately what we were dealing with. Buried in the fine print, the stock subscription authorized the CEO to commingle the monies raised with offshore companies the CEO was involved in. A red flag if there ever was one.

When we asked the science officer if he knew about this, he replied in the negative with a distinct air of disbelief. We were hired immediately to audit the books. It took us less than an hour to determine that the CEO had converted hundreds of thousands of dollars to his personal use. We called him into his own office and gave him the option of resigning both his position and his stock in the company on the spot with no further repercussions. Knowing that the game was over, he shrugged and quickly signed the documents we had prepared. We never heard from him again and we didn’t spend a dime on attorneys. And we never wasted another minute with him.

We would have enjoyed prosecuting him but we knew that a competent defense attorney could have muddied the waters for a long time.  More importantly, the equity we recovered was quickly resold to a new investor with real capital that is taking this project into clinical trials.

Case #3 Our client was an astute real estate investor who had diversified into the entertainment business. He had several performing arts venues that had pre-sold season tickets and already collected the revenue. Ticket sales were average but should have ensured no worse than break even. Yet they were bleeding red ink. When we looked at his books, it was apparent that the company would never be profitable with the inflated employment contract the General Manager had convinced our trusting friend to sign him to.

Far above the industry norm, it was a complete albatross around the organization’s neck. Attorneys confirmed that it was ironclad. Folding the operation was out of the question because the owner wasn’t willing to take the PR hit in his own community. When we asked the overpaid manager if he would be willing to renegotiate to a more reasonable but still generous deal that was sustainable, he steadfastly refused. His books were in complete order. Every dollar was accounted for. And is in his opinion, his performance was good. In ours, it was average, but none of the few contractual conditions for termination were present.

We suggested to him that this was a lopsided deal, and lopsided deals rarely last long. He replied that a deal was a deal, and he expected his employer to honor it. He had understood and taken advantage of the fact that our client was a man of his word and would not renege on an agreement that he had entered into in good faith, no matter how poorly he had represented himself. So we did some research and identified some people that could help us. They were vendors, executives and headhunters close to the hiring executives at the companies at higher levels of the business. We arranged situations where our client would be talking to these folks. Not to the hiring managers, but those close to them. And the only thing our client ever had to do to remedy his situation was to brag to these people about his General Manager’s capabilities and how he dearly hoped that he could hold on to him for awhile.

About two weeks later, our albatross informed his boss that he would like to be let out of his contract to accept employment elsewhere. Our client warmly shook his hand and wished him well, and said that if he wanted to join his new organization right away, he wouldn’t object. We really don’t know how our friend is doing at his new job, but his successor is doing very well.

Case #4 Our client was one of the founders of an industrial supply company. No single person had a controlling interest. The original two partners had sold off 25% of the stock to a half dozen investors in varIous sized chunks to raise operating capital.

Our friend the female partner assumed the office management duties. The man did outside sales. As business progressed, the two partners relationship deteriorated. Our friend wanted to forgo distributions in order to reinvest. The other partner wanted to pull as much out as possible as soon as possible. The second partner was also creating extreme liability for the company through his inappropriate behavior with female staff members. When our client learned that he had been recruiting investors to form a competing company, she knew she had to act.

Fortunately for her, her partner had used a very general shareholder agreement from an office supply store when they incorporated. Nothing addressed a necessary time frame to call a shareholder meeting. We quickly polled the minority stockholders and determined that our client would narrowly prevail in a vote. We introduced her to lawyers who specialize in contentious partnership issues.

These attorneys convened a shareholders meeting at their own offices where a quorum was present. The man was relieved of his duties, and simultaneously his access to the plant and network credentials were revoked. When we looked at his hard drive, we discovered evidence of a personal bankruptcy filing.  We subsequently learned that he had failed to declare his stock in this company as a personal asset.

One of our partners had taken a contract position as CFO during this process. He had also assumed the title of VP-Investor Relations. The CEO went back to running the company and all calls from stockholders went to our operative. Inevitably the call came from the deposed manager threatening legal action. We informed him that the bankruptcy court would probably frown on the fact that he was trying to have his cake and bankrupt it too. And then we just forgot about him. We knew he couldn’t assert his rights as a shareholder without convicting himself of bankruptcy fraud.

We like solutions that avoid litigation. If you end up in court, it should be because your adversary is unreasonable and/or poorly informed. We hate to see our clients spend money with lawyers instead of reinvesting it. But when we need to go to court, we hire the best and we play hardball.

Before you get into an expensive and time-consuming scrap that corrupts your karma, let us take a fresh look at the situation. The value we bring to you is the combination of our experience and our critical thinking abilities. As experienced investors, we’ve seen a lot of cash flow statements, balance sheets, tax returns and business plans. We can quickly identify strengths, weaknesses, irregularities and risk. But we also have the analytical ability to observe what the numbers don’t reveal.

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