Errol Maynard Email & Phone Number

London, United Kingdom

Investment vehicle for S-European real estate acquisitions.

La Envia Golf, Almeria, Spain

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.

Netherlands And Germany

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.

Netherlands

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.

Netherlands

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.

Germany

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.

Deal Making, Deal Structuring, Acquisitions & Raising Capital

7-days internal training by recognized entrepreneur Daniel S. Peña (i.a. The Guthrie Group, Great Western Resources, Bear Stearns)..

Real Estate Economics And Corporate Finance

Exchange program with TU Delft

Real Estate: Development, Management, Architecture