Founded in August 2002, Cox Buy-Side Club is a university-sponsored and student-run organization committed to expanding the footprint of the Cox School of Business within the Investment Management, Hedge Fund, and Private Equity industries. Since inception, the club has implemented several initiatives including: industry and career education programs, a distinguished speaker series, a mock investment practicum, and various networking events.

Communicate regularly and build deep relationships with the firm's network of investment bankers, lenders, and business brokersSource deals though business owners and investment bankers nationwide; expanded database by 40 new contactsConduct proactive industry research in order to identify and remain current in industries of interest (Business Services, Consumer Products,E-Commerce, Financial Services, Manufacturing, Mature Software / IT / Telecom)Screen deal opportunities against firm investment firm investment criteria ($20MM-200MM revenue; $3MM-$15MM EBITDA); screened and reviewed a total of 67 dealsPerform qualitative and financial analyses, conduct initial due diligence on investment prospects, and construct LBO valuation models. Communicate results of deal analyses to the Satori team and to business intermediaries

Performed competitive analysis leveraging client feedback to determine future product offerings and their implementation. Enhanced existing financial statement analysis product offerings relative to competition and client need resulting in more refined analysesRetooled the law firm profitability model by developing a model to quantify the financial impact of the associate to partner leverage ratio in law firms. Used model to enhance profitability, capital structure and financial statement analysis modelsConducted and presented comparative financial performance analyses (Peer Review). Utilized historical and pro-forma financial statement analysis to assess client financial performance relative peers and give improvement guidance.Worked directly with the Managing Director and the client to form "go/no go" recommendation as a second opinion for the Dewey Ballantine LLP merger with LeBoeuf, Lamb, Greene & MacRae LLP (M&A Buy Side Advisor - $513.5MM Merger)Constructed pro-forma capital structure and financial statements needed to complete the due diligence and analysis required for acceptance or rejection of the initial investment bank recommendation for the Orrick, Herrington & Sutcliffe LLP merger with Dewey Ballantine LLP (M&A Buy Side Advisor - $408MM Merger)

Identified need for financial performance forecasting in the legal business advisory industry and Law Firm Group product offerings. Created the Managing Partner Confidence Index (MPCI), the first comprehensive forward-looking measure of legal industry performance. Responsible for the construction, analysis, production and presentation of the annual and quarterly legal industry analyst reports and 170 annual law firm specific Peer Reviews Redesigned and standardized the Peer Review client presentation to include a PowerPoint front-end detailing the drivers of law firm profitability, highlighting financial and organizational improvement opportunities

Designed the post-merger performance reporting structure, developed models to determine the impact of attrition on departmental performance and monitored process, quality, and reporting for each customer-service department