Louis P. Crosier – Selling Your Business: The Transition from Entrepreneur to Investor
Louis P. Crosier – Selling Your Business: The Transition from Entrepreneur to Investor
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Twenty-three top advisors from leading firms show entrepreneurs how to transition their business. The Entrepreneur’s Transition provides an all-in-one handbook for entrepreneurs and corporate insiders seeking advice on their personal financial planning prior to selling or taking a business public…
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Description
Selling Your Business: The Transition from Entrepreneur to Investor
By: Louis P.
There is a publisher. The book was published in June 2004.
The format is: There is a book in the PDF format.
Description:
Entrepreneurs are shown how to transition their business by top advisors. An all-in-one handbook for entrepreneurs and corporate insiders seeking advice on their personal financial planning prior to selling or taking a business public is provided by The Entrepreneur’s Transition. Business leaders can avoid costly mistakes if they know how to navigate before and after a transaction. The issues a business owner should be concerned with before a transaction are the beginning of the Entrepreneur’s Transition. It moves step by step through the transaction process and into post transaction diversification, reinvestment and philanthropy. Louis is a member of the Investment Committee at Windward Investment Management. He oversees the firm’s investment consulting practice and manages client portfolios.
About the Author:
Table of contents:
The introduction was written by Louis P. Crosier.
Part I: It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Before you sell your business.
Chapter 1. It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Pre-IPO/Presale planning. William R. Fleming is the Director and Daniel Carbonneau is the Senior Manager.
The stage is being set.
Selecting a business structure.
A professional service team is being built.
Obtaining financing.
Employees are sharing ownership.
There are company benefits and policies.
Conclusion.
Chapter 2. It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Estate and trust basics. Silvana Giner is a senior partner at Hale & Dorr.
There are basic wealth transfer tools.
Pre sale and IPO planning.
Estate planning and wealth transfer issues are complex.
Summary.
Chapter 3 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it There is life insurance from the basics to the advanced. Herbert K. Daroff is a Certified Financial Planner with Baystate Financial Services.
There is permanent insurance.
Term insurance is a type of insurance.
What is the best product?
Buying term and investing the difference in a tax-advantaged manner.
How your money is invested.
Expenses.
Cash value is assessed during lifetime.
Selecting the right amount is important.
Selecting the right premium payer is important.
Who should own the insurance?
Who should be insured?
Conclusion.
Chapter 4. It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Negotiating a deal. F. George Davitt is a partner at Testa, Hurwitz & Thibeault, and Barry Nalebuff is a professor at the Yale University School of Management.
Sell your company the right way.
An open selling process.
A closed selling process.
People are being paid to play.
The right of first refusal.
The right of the first offer.
An offer you can’t refuse.
Professional help.
Earn-Outs.
Earn-Ins.
Mistaken Assumptions are common.
Is it a sale or an IPO?
The route for the IPO.
Selling instead of going public.
There is a sale for cash or stock.
Conclusion.
The second part is called Part II. It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it After selling your business.
Chapter 5: It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it The psychology of a windfall describes how your life changes. Charles W. Collier is a Senior Philanthropic Advisor at Harvard University.
The impact of a sale on an individual.
The impact of wealth on the family.
Conclusion.
Chapter 6: It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it There is an overview of the wealth management industry. Hillview Capital Advisors is managed by David M. Spungen.
There is an investment office.
There is a one-stop shop.
Hybrid.
How to assess wealth management firms.
Chapter 7 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Managing restricted and concentrated stock positions. David N. Elan is a CFA.
There is restricted stock and equity risk management.
There are definitions and examples.
The Securities Act was enacted in 1933.
There are registration rights.
Hedging and taxation are related.
Derivative strategies can be used.
Nonderivative strategies are used.
Negotiating with Broker-Dealers.
There are Philanthropic Strategies.
Professional advice.
Chapter 8 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it There is an allocation of assets. Stephen J. Cucchiaro is the President and Chief Investment Officer of Windward Investment Management.
Conclusion.
Chapter 9 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Developing an investment policy statement. Ramelle M. Hieronymus is the Principal of Prime.
Investment objectives.
Guidelines for spending.
There is an allocation of assets.
Rebalancing.
Manager selection and evaluation.
There are limitations and restrictions.
Communication and reporting.
Summary.
Investment Objectives, Goals, and Policy Guidelines is a sample statement.
Part III: It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Investing for a long time.
Chapter 10 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Investment managers should be selected. Director of US Equity Investment Management & Research, Russell Investment Group.
Is it active or passive?
Four Ps.
There are people and organization.
There are portfolios.
Performance 163.
Summary 163.
Chapter 11 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it How much should you take? Paula Kennedy is a CPA.
There are risks of specific asset classes.
Market Timing.
Risk is measured.
Risk-adjusted returns.
Tax Risk.
How do you reduce risk?
How do you maximize return while limiting risk?
There is time and risk.
The psychology of risk.
How much risk should you take?
Chapter 12 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it The income is fixed. Peter B. Coffin is the President of Breckinridge Capital Advisors.
There are inefficiencies in the Municipal Market.
Portfolio construction.
A portfolio is sensitive to changes in interest rates.
Ladders and Barbells.
Credit quality is related to default risk.
Bond insurance and ratings.
The bonds were pre-Refunded.
The bonds have high yields.
There is a difference between premium and discount bonds.
There is a call for early redemption.
Conclusion.
Chapter 13 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Global investing. State Street Global Advisors is led by Lindsey A. Richardson.
There are benefits to non-U.S. investing.
There are forces of globalization.
Local stocks versus American Depository Receipts.
Diversification and returns.
There is an opportunity set.
There are global mandates.
Currency.
Selecting people to work with.
Conclusion.
Chapter 14 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it There is real estate. Nicholas Bienstock is the Managing Partner of Savanna Partners.
Why invest in real estate?
There are real estate asset classes.
There are real estate investment options.
Conclusion.
Chapter 15 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Private capital. Sally Shuping Russell is the general partner of Intersouth Partners.
There are different types of private equity investments.
Who will invest my money?
There are common terms and conditions.
A portfolio example.
Conclusion.
Chapter 16 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it There are hedge funds. Mettowee Capital Advisors is led by DeFred G. Folts III.
There are industry characteristics and background.
There are different types of hedge fund strategies.
There are risk-adjusted rates of return for hedge fund strategies.
There is variability of returns among hedge fund strategies.
Why invest in hedge funds?
There is a way to think about incorporating hedge funds into a portfolio.
There are funds of funds and individual managers in hedge funds.
There are things to look for in a hedge fund manager.
Conclusion.
Chapter 17 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Performance. Robert E.Phillips is the President of R.E.Phillips Systems.
There are single-period return calculations.
There are multiperiod return calculations.
There is a comparison of portfolio returns.
The performance of the material.
Adjusting returns for risk.
Estimating risk-adjusted return.
Investment performance is compared.
Chapter 18 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it There is ongoing management and accountability. Douglas Ederle is the Managing Director of SCS Financial.
There is a range of structures for ongoing management.
There are basic monitoring criteria for external providers.
Reviewing your provider’s performance over time.
There are issues to watch.
Summary.
Part IV: It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it There is philanthropy.
Chapter 19 It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it The Venturesome Donor and Philanthropy. Stephen P. Johnson is the Vice President of The Philanthropic Initiative.
Why Give?
Some definitions of getting started.
The advisor’s role is getting started.
Some questions are getting started.
There are qualities of effective philanthropy.
Vehicles for giving.
There are direct gifts.
Conclusion.
Getting it right is the key decision you will make.
Index.
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