1. 2002-2003 Shaping Private Equity Investment in
Telecommunication Company: Performed primary due diligence of an
investment opportunity. Built financial model and together with CEO
negotiated equity valuation with the Company shareholders. Ran a tender
for due diligence among the leading international audit companies.
2. 2002 Origination Strategy: With the CEO, developed
origination strategy for M&A advisory services in Telecoms and
Technologies sectors.
3. 2002-2003 The Fund’s Origination: Reviewed over twenty
investment opportunities and helped to restrain from projects with
inadequate risk/profitability ratio.
4. 2002 IPO of RosBusinessConsulting: Performed preliminary
due diligence of the Company. Did research on the deal structure and
proposed critical improvements on it. Built financial model and
performed equity valuation giving price per share range, within which
the placement was accomplished. Monitored the closing of the transaction
providing immediate troubleshooting. Presented and explained the
placement efforts to the issuer’s Board members.
5. 2002 Sale of Majority Stake in Oscolcement: Did preliminary
due diligence, collected and evaluated data for valuation. Built
strategic financial model, performed equity valuation.
6. 2002 Sale of Majority Stake in Moscow region telecommunication
company: Did preliminary due diligence, collected and evaluated data
for valuation. Built strategic financial model, performed equity
valuation. Developed and justified the deal structure. Monitored the
closing of transaction.
7. 2002 Sell-side Advice to Specialty Retail Leader: Did
preliminary due diligence, collected and evaluated data for valuation.
Built strategic financial model, performed equity valuation. Suggested a
highly leveraged transaction as an alternative financing strategy,
delivered advice on reorganization of corporate investment process.
8. 2001-2002 Utilities Company: As a result of thorough
analysis of the company, built strategic financial model, performed
equity valuation. Presented alternative scenarios of the company’s
strategic development and suggested improvements in organization of
corporate investment process.
9. 2001 Major Russian financial institutions: Conducted
compilation and audit procedures of financial statements of financial
institutions in accordance with the requirements of Russian Accounting
Principles and International Accounting Standards. Evaluated clients'
financial position, tested internal control systems, reviewed budgeting
procedures and performed ratio analysis of financial statements (according to Russian
Accounting Principles and International Accounting Standards).
| 17.10.03 |
www.2b.finam.ru |
Absence of Majority Stake for Purchase Is Not an Obstacle
for ProfMedia to Obtain Leadership in Strategic Niche
New joint venture with Independent Media allows ProfMedia to increase up to 75%
its share in free cash flow, which the leader in professional magazines will generate
for shareholders, without transfer of control over the joint business from the leader.
|
in Russian |
| 26.03.03 |
www.2b.finam.ru |
Chasing Leaders
The Board Resolution of Vympelcom that approve placement of new
equity to Alfa ahead of schedule was quick response to new
opportunities for speeding up the rollout of Beeline network in St.
Petersburg region.
|
in Russian |
| 28.02.03 |
www.2b.finam.ru |
One Buyer - One Seller
The competitive landscape in mobile telephony in
The Republic of Tatarstan had made MTS the only reasonable buyer for TAIF-Telecom
and at the same time left MTS with this regional cellular operator as
the only viable alternative not to lose the promising market to the
nationwide competitors. Time worked against either negotiating party.
|
in Russian |
| 25.02.03 |
www.2b.finam.ru |
Sibirtelecom Will Have to Toil
Hard
Recent acquisitions of NMT-450 operators and D-AMPS operator
by Sibirtelecom involve tremendous efforts for integrating the
companies with different technology and corporate governance. Probably,
this has been done to "accumulate critical mass" for selling out to
future investor, who will assume the objectives of restructuring.
|
in Russian |
| 17.02.03 |
www.2b.finam.ru |
Timely Deal
It was time to sell for the shareholders of "Tomsk Sotovaya
Svyaz". Vympelcom was much better positioned to develop the company
further and if put to competition with the target Vympelcom might have
slowed down the growth of the target to minimum. |
in Russian |
