Investment vehicle for S-European real estate acquisitions.

Mainly business development & strategic projects, i.a.: ------------RE-portfolio UK (value £20m+): Successfully advised on refinancing, where the investors’ main bank (RBS) pressed for auction to pay-off outstanding loans, following a decision on RBS Board-level to reduce overall exposure on the RE-market. ------------Waste to Fuel-technology (2011-Q1 2012): CFO/ shareholder (stock-option) in customized partnership.Reorganisation, strategic supply-chain structuring & financial engineering for fundraising purposes.- Cleaned out the multiple Ltds, scattered partnerships and floating agreements.- Strategic shifts: secured (semi-)mono-streams in waste plastics to reduce output fluctuations and technology-risks. Shift in enduser-focus from automobile industry (=liability-risks) to bunker fuels (=cruder applications with lower requirements in fuel-specs).- Composed board/ deal-team & managed relevant actors in the supply-chain, i.e. Dutch, German & Spanish waste-suppliers and oil-companies combined with Governmental support.- Managing technical, legal and financial data, including 'before our time'​.- Prepared all financial models and the majority of legal documents.------------Less2Care: (25% shares, stock-option), start-up company, exclusive distributor in healthcare & nursery. Main tasks: sales-driven business development & intensive support to the company director (novice entrepreneur). After operations were steady, we sold back the stock-options to the MD for cash + earn-out.------------UBC Bikes: Expansion strategy. Our chosen strategy: from 95% webshop to 100% dealernetwork. Results: from 5 inactive dealers to 81 active dealers in 4 months. Turnover doubled within 6 months.

Real Estate Trade, Netherlands: finance, buy & sell.Two mentionable transactions, in partnerships. All as Principal: - AP14 (42,5% owner): Buy: 1.35mio, finance 1.5mio, exit: 2.05mio within 1 month.- FHP3 (40% owner): Buy: 1.2mio, finance 1.35mio, exit: 1.4mio within 3 months.---------------J&E Vastgoed: Real estate development Netherlands (50% Shareholder, M&A split-off). All as Principal: - Acquisition & redevelopment of 4000m2 agricultural land into residential use.- Investment-planning, debt-finance, additional land-acquisition and start-to-finish projectmanagement. - Negotiated rezoning w. government, split up into residential plots & sold with full infra & building permissions.- Sales: EUR 630.000, Net-profits 510.000---------------Genesco Holding: Real estate development Germany 16,6% shareholder, co-ownership w. Dutch and German partners.- Concept & investment plan for Golfcourse + residential development.- (As Principal) Negotiated two 5yrs option-to-buy contracts for purchase of 40 ha agricultural land (tranches of >1ha, Eur 1,75/m2 + profishare in residential sales) and 80 ha lease at 6%. Deal structured in a for German standards unconventional legal construction.- (As Secondant) created topdown strategic support at regional & local governments for rezoning, including a substantial financial commitment from the involved local government in the contractphase.- Folded the project in 2011, after marketconditions proved insufficient for continuation.

Via Investment Holdings: Hollandsche Bouwbedrijven & Verenigde Staalbedrijven. (50% shareholder). Co-ownership with a manager (MBI) as CEO of the acquired companies. --- Acquisition: Ruinemans Holding -----------Dutch Holding-company containing 4.000m2 industrial estate and a construction company nearing bankruptcy (27 FTE, 2 locations). Acquired for a symbolic price. Acquisition Phase:- Total acquisition trajectory from negotiations, LOI's, deal-structuring to formal closing.- With external support: divestment of one of the subsidiaries to raise working capital for recovery-activities.CFO related tasks: - Negotiations firm's principal bank: 1st prio: maintaining existing credit-lines, 2nd: a gradual increase of working capital finance. All based on (weekly) recovery results. - Atradius (credit-rating & insurance): Negotiated gradual increase of coverage, resulting in higher credit-facilities with suppliers.- Creditor-deals, resulting in a total of 54% discount on all overdue debts & liabilities, which brought the 1st half yr balance sheet to 679.000 in profits (EBT). Corporate restructuring:- Financial & legal disentanglement of Real Estate portfolio and intercompany debts to enable a clean 'reboot' of the subsidiary, free from pending liabilities/ hidden risks. This under full support and finance by the firm's principal bank.- Developed and sold abundant real estate through rezoning into residential use.

Via Investment Holdings: Hollandsche Bouwbedrijven & Verenigde Staalbedrijven. (50% shareholder). Co-ownership with a manager (MBI) as CEO of the aquired companies. --- Acquisition: Nederstaal Holding -----------Dutch Holding-company containing 7000m2 industrial estate and a steelconstruction company (45 FTE), mild to strong recovery. Transaction value: Eur 1.800.000:My achievements:- Total acquisition trajectory from negotiations & contracts to acquisition finance & closing.- Capital raised: 100% debtfinance through "statutory merger", a legal construction (207c) enabling the use of the companies' excess real estate value for acquisition finance.Under the MBI director, the company's structure went from "one-man-show" to 'professional organization", growing from EUR 4,7mio to 11mio turnover in 3 years. However, miscalculation in a large (tender)project caused an unsurmountable gap, while already continuously in growth related liquidity-stress. In its downfall the company dragged down also the smaller construction company, although both companies were inherently sound & profitable.Here, manipulated financial statements (receivables + inventory) by the general manager led to a misused capital injection of 900.000, that went 1-on-1 to the creditors. Here, reason would be to use the cash-injection (privately advanced by me & the managing partner) as a budget for negotiating down the creditors of 2,7mio by >50% discounts, either or combined with spreaded payments to reduce liquidity-stress.

Initiated via Investment Holding Verenigde Staalbedrijven (50% shareholder), after split up continued via M&P Investments (Personal Holding), in partnership with a Dutch Venture Capital firm. --- This aborted transaction is mentioned for my educational gains ----------------------------------GML, profitable German steel construction company (30 mio. ann. revenues, 90 FTE). Transaction value: Eur 6.000.000My work:- Total acquisition traject from (financial) analyses, negotiations & LOI-contracts- Financial structuring & acquisition finance (Fortis NL combined with Fortis Germany)- Financial & legal due diligence via German accountants and lawyersAlthough capital raised (twice), the persisting recession made me decide to a clean but full pull back from the transaction in 2009. Gains: full knowledge of German business-practices & financials and a solid relationship with the Dutch VC.