Page 316 - James Caan - The Real Deal
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The Real Deal



             often take the extra million I’m going to pay each of them out of
             my share of the profits. So, although Hamilton Bradshaw has
             taken a 60 per cent stake for an initial outlay of £3 million, we
             sacrifice future income from profits to do this. The reason I like to
             structure my deals this way is because it incentivises the founders
             and managers, which in turn makes success far more likely. If the
             team stand to earn phenomenal bonuses for delivering on agreed
             targets, how often do you think they reach their targets? Pretty
             much every time.
                As a small company with no investors to please, Hamilton
             Bradshaw can make decisions few other private equity firms can.
             Not only can we be quick – we share an open-plan office and talk
             constantly, so there’s no need to wait for board meetings – but we
             have so much expertise that what we bring to a deal is worth so
             much more than money. Whatever problems a company has –
             sales, cash flow, legal structure, premises, anything – I have
             someone on my team who can find a brilliant solution. In fact, the
             most important thing I look for when I make an investment is our
             ability to add value. I’m not interested in anything that doesn’t
             give me a 100 per cent return on my investment within three years,
             and finding a way that our skills can exploit the opportunity is the
             best way of getting that return. Unsurprisingly, then, one of our
             recent investments took me back into the world of recruitment.
                Eden Brown is a high-street recruitment agency that had been
             going for fifteen years when we started looking at it. Its founder
             and chief executive is a guy called Ian Wolter, and, as is often the
             case when an established company is still run by the founder, the
             business had become a little complacent, and the board had lost
             the focus that we as outsiders were able to give. The company
             wasn’t being challenged on the shop floor or in the boardroom,
             and I could see that it was essentially a very good company that
             just had a few structural problems. That made it a great
             investment.




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