Cash Management Best Practices for High-growth Companies

With limited resources and pressures brought upon by high growth, finance managers of smaller companies face unique challenges when it comes to cash management.

Whether a company is gearing to take on a major customer or integrating a newly acquired company, the need to collect and disburse funds can add to pressure. Managing cash flows can jeopardize company stability, hold back its growth, and put stress on its employees.

Implementing the following key strategies can help

1. Manage accounts centrally
2. Align bank accounts ownership with corporate structure
3. Optimize structures to fit credit facilities
4. Choose right payment and transfer methods
5. Plan to minimizing transfer costs such as wires, etc.
6. Evaluate options to earn more on idle cash balances
7. Centralize collection streams in to one global account
8. Institute standards for scalability and visibility

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LIBOR Traders Are Predicting Fed Rate Increase

LIBOR traders, who set the inter-bank lending rates that are tied to at least $350 trillion of financial products, are projecting a Fed rate increase. 

The chart shows that traders expect a 0.25% rate increase to take place in the next 3 to 6 month period.

The 30-day LIBOR went up 0.25% either in anticipation or shortly after Fed increased the rate by 0.25% in December 2015.

LIBOR rates are tied to floating rate mortgages, most business lines of credit, money market funds, short duration corporate bonds, etc. LIBOR influences costs of doing business and greatly impacts corporate capital expenditures.

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As Credit Tightens, Entrepreneurs and Dealmakers Turn to Non-Traditional Lenders

After what occurred in 2000 and 2008, one should have expected banks and other common lenders to become more regulated and scrutinized. Though this may have created some inconveniences for some firms, it helped open the door for others. Banks have established more rigorous qualifications for companies to be given financing, and capital constraints and shareholder activism are becoming more influential when it comes to publicly traded business development companies (BDC). For middle markets in particular, this has allowed alternative lenders to emerge and acquire more market share than would otherwise have been possible, because of the vast amount of competitors.

“Banks have established more rigorous qualifications for companies…”

With public perception of banks still relatively low and regulators keeping a close watch, it is not difficult to see why banks want to keep a low profile and not conduct any business that may raise a red flag. In 2015, 25% of middle market loan transactions featured deals of more than 6x EBITDA; an example given by regulators as a possible red flag. It is why most traditional bank lenders are currently staying away from making leveraged loans deals on private equity firm deals.

Similarly, BDC’s are also currently sourcing fewer deals. They are currently facing difficulties in raising capital, because as of March, most were trading below book value. This has prevented many from issuing new equity for funding. Without cash to fund new transactions, the only alternative would be to fund from repayment on existing loans.

Collateralized loan obligation (CLO) issuances are on the decline. About $4 billion in CLOs were priced for what was most of the first quarter, a harsh decline from almost $17 billion during the same time period just last year. During 2013-2015, the CLO market grew by more than 50%. However, the market has decreased by about 50% during the past year. Additionally, under the Volcker Rule which is set to take effect at the end of 2016, managers will be required to hold 5% of their CLOs. Though many managers are attempting to adapt and others are selling off their CLOs, it remains to be seen how the rest of the market reacts.

Finally, we come to the benefactors. Alternative lenders are currently taking advantage of the current state of the lending market with great vigor. A great advantage they have is being able to act quickly and with much flexibility. This is possible, because most are either non-regulated or regulated far less than traditional lenders. These alternative lenders are beginning to develop close relationships with private equity firms for these particular reasons, which helps PE firms acquire financing for deals, and as a result fund the investments in their portfolios. Small Business Investment Company (SBIC) funds are also benefiting from the current state of the financing landscape, especially considering the two new regulatory changes made at the end of last year; reduced registration requirements by advisors and the amount of capital an SBIC can control has been raised to $350 million from $225 million.

Though the availability of attaining financing has become more difficult, not all have been affected negatively. The financing landscape will improve, but in the short-term, in its current state, we should expect alternative lenders to become more prominent players in the space.

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The State of Commercial Real Estate

The NCREIF ODCE Index NOI growth is currently at its lowest point in the past decade (as shown in the graph on the top-right). 

Also known as the NFI-ODCE, the index consists of 30 open-end commingled funds, pursuing a diversified core investment strategy and primarily investing in private equity real estate, with $173.1 billion of gross real estate assets and $133.3 billion of net real estate assets. 

An important criterion for a fund to be considered for the NFI-ODCE index is that at least 80% of market value of real estate net assets must be invested in office, industrial apartment and retail property types. The decrease in net operating income growth is important to note, given that U.S. commercial real estate prices have been rising steadily since 2009 and are only now beginning to plateau; decreasing in some sectors and locations. 

Though one cannot be sure whether this bull market is finally coming to an end, one must consider that it is a possibility. 

According to deal tracker Real Capital Analytics, Inc., $25.1 billion worth of commercial property was exchanged in February compared to $47.3 billion in February 2015; a decrease of approximately 88%.

Commercial real estate valuations have been on the rise since 2009, with retail and apartment properties above 2007 levels. Though not quite as high, industrial and office properties have also surpassed values reported in 2009. 

One of the reasons for the appreciation is the increase in demand for commercial real estate, resulting in some of the lowest vacancy rates in the last 25 years. The apartments sector has the highest vacancy rate, relative to vacancy rates in the respective time period, when compared to the office, retail and industrial real estate sectors. If this data concerns you, you are not alone. 

Last week, Kansas City Fed President Esther George expressed her concern for the commercial real estate market by saying it is a potential asset bubble that “bears watching”. George encouraged the U.S. central bank to stay on the course and gradually raise interest rates. This has been a growing concern for many, with the U.S. central bank acting increasingly dovish in recent times.

Something else to consider is the beginning of the end of SIFI designations. The SIFI designation for non-bank companies and a similar designation for eight of the big banks were established to create safeguards to prevent or minimize the effects of another financial crisis by requiring financial institutions recognized as being too big to fail maintain high levels of capital reserves and liquidity, and be subject to extensive government oversight. However, both MetLife and GE have recently filed to have the SIFI designation removed. If successful, this may mean an increase in capital available. Though the effects may not be immediate, commercial real estate lending might increase for those firms with exposure to the industry.  

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Can Maturing CMBS Loans Wipe Out Your Equity and Wealth?

The large volume of maturing CMBS loans combined with new regulatory hurdles and widening spreads will have big impacts on the market in the coming year.

The wave of CMBS maturing loans that were created at the height of the real estate bubble will crest in 2016 and 2017. According to estimates by Trepp, nearly 20% of these maturing commercial mortgages will demand additional capital from current borrowers or new buyers when the loan is refinanced or the property is sold.

How Does the CMBS Market Work?

New risk retention rules coming into play in 2016 require that either the originating lender will have to hold a certain piece of the loan for at least 5 years and/or the B-piece buyer will have to hold the paper for that amount of time. As B-piece buyers aren't set up to comply with these regulations, they will be forced to create processes to handle, which will result in increased cost passed on to the borrower in the form of higher spreads.

Meanwhile, CMBS spreads are drifting wider with a recent 10-year AAA bond clearing at 140 basis points over swaps. This ongoing weakness has led some issuers scheduled to price this year to push off their deals until later in 2016.

CMBS Swap Spreads

What are the possible solutions for you?

Non-Bank Balance Sheet Lenders

Since 2008 a sizable contingent of non-bank balance sheet lenders have sprung up and they unencumbered by banking regulations, legal lending limits, or geographical footprint. They keep all loans in-house and rarely outsource underwriting or servicing to third parties. Permanent loans offered by non-bank lenders provide long-term financing for stabilized commercial real estate, with loan terms up to 20 years and without the hurdles of defeasance. Bridge loans by same lender are designed for un-stabilized properties or shorter term business plans and include leading-edge features such as additional future facilities for lease-up costs and loan terms up to 7 years. Most non-bank lenders make non-recourse loans 

Non-Real Estate Collateralized Lenders

Perhaps one of the oldest lending communities, non-real estate collateralized lenders offer flexible loans secured by a myriad of assets, including securities, business and real estate equity, etc. The closing processes are simplified and with lower costs. Financing may be used in combination with real estate backed loans.

To prepare for the coming wave please contact Redmount Capital Partners or learn more about our capabilities.

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Clicking the Like button on various social media platforms, such as LinkedIn, Facebook, etc. does not constitute a testimonial for or endorsement of Redmount Capital Partners LLC or any Investment Advisor Representative. “Like” is not meant in the traditional sense. Posts must refrain from recommending investment advisory services or providing testimonials for our firm, since they are strictly prohibited. Please understand that we are required to delete such posts, since this is a regulatory requirement.

What Effects The Fed's Expected Interest Rate Increase May Have on Small-Business Lending

With the Federal Reserve set to raise interest rates for the first time in seven years, there’s been lots of talk about its impact on investors and home-buyers. But any increase will also affect entrepreneurs who are trying to finance operations or expand to new areas.

What will an increase in rates mean for business owners? 

The obvious answer is that interest rates on small-business loans should go up. But the Fed’s move to increase rates after keeping borrowing near zero since the financial crisis is expected to be slow and easy, perhaps just 25 basis points this week, meaning that any impact on business borrowing costs should be minimal at first. Then, too, banks – which pulled back from small business lending during the financial crisis – might increase their lending to small businesses if the economy improves. That would be especially welcome as bank loans are cheaper than most other sources of capital.

The Bigger Question.

The bigger question over time – and one that hasn’t been tested in previous market cycles – is what will happen to the marketplace lenders that rely on algorithms and higher rates to fill the gap left by banks for small-business loans. These marketplace lenders have relied on money from hedge funds and private-equity firms who have been searching for yield in a low interest-rate environment. Whether that liquidity remains or not as rates rise depends what happens to the spread between marketplace loans and corporate debt over time – and how much risk investors are willing to take in a credit environment that’s become increasingly concerned about risk.

Fed policy is only one factor in small-business loan rates, as anyone who’s tried to get financing the past few years and been offered a loan at 40% or higher despite historically low interest rates knows. Whether banks truly return to small-business lending, how lenders are able to use technology to improve their underwriting, and whether the economy is on better footing will all be factors going forward. In the meantime, if you’re looking to start a business or get financing now, there are other things to worry about than the Fed’s decision.

To prepare for the coming change please contact Redmount Capital Partners or learn more about our capabilities.

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Clicking the Like button on various social media platforms, such as LinkedIn, Facebook, etc. does not constitute a testimonial for or endorsement of Redmount Capital Partners LLC or any Investment Advisor Representative. “Like” is not meant in the traditional sense. Posts must refrain from recommending investment advisory services or providing testimonials for our firm, since they are strictly prohibited. Please understand that we are required to delete such posts, since this is a regulatory requirement.

4 Investment Risks Warren Buffett Says You Should Not Take

What does risk mean to you...and Warren Buffett? 

If you ask the average person, they’re likely to say the probability of losing money. If you ask most financial professionals, they’ll probably equate risk with volatility of returns. (While these may sound similar, they’re not exactly the same thing.) For example.

Let’s say investment A loses 3% one year and gains 2% the next and investment B gains 5% one year and 20% the next. Most people would call investment A riskier since it lost money while financial professionals would say investment B is riskier because the returns were more variable.) But if you ask Warren Buffett, the second richest American and widely considered the greatest investor alive today, he would say they're both wrong.

In his 2014 annual letter to shareholders, Buffett wrote:

“Volatility is far from synonymous with risk… If the investor…fears price volatility, erroneously viewing it as a measure of risk, he may, ironically, end up doing some very risky things.”

Instead of volatility, Buffett measures risk as the loss of purchasing power or basically how much you can actually buy with that money, which is the whole point of actually having it.

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What is your risk tolerance?
How much risk is there in your portfolio? 

Start below or Learn more here >>

So what are those “very risky” things investors may do by focusing on volatility? Here are 4 that Buffett mentions and what you should do instead:

1) Keeping long term money in cash.

Many people keep most or even all of the long term money in cash because they're afraid of market volatility. Buffett admits that “owning equities for a day or a week or a year is far riskier (in both nominal and purchasing-power terms) than leaving funds in cash-equivalents,” but he argues that over the long term, “a diversified equity portfolio, bought over time, will prove far less risky than dollar-based securities.” That’s because in the long run, the erosion of the value of your money due to inflation is much more devastating that the short term fluctuations in the stock market.

Average money-market rates are less than a tenth of a percentage point while the average inflation rate last year was 1.6%. That means, the real value of your cash is decreasing by about 1.5% a year. In the short run, that’s a lot less than what you could lose in stocks but in 10 years, your money will have lost almost a quarter of its purchasing power. Compare that to the S&P 500, a selection of 500 of the largest companies in the US, which more than doubled with dividends reinvested over the last 10 years despite the financial crisis in 2008,

Bottom Line: Match your investments to your time frame.

2) Not being adequately diversified.

Another mistake is people having too much in one stock. Often its their employer's stock or the stock received in exchange of a sold company. Sometimes it’s a majority or even all of their money in one stock. There are lots of different reasons. They may know and trust their employer and don’t understand or trust their other options. This stock may have been performing particularly well. The employer stock may be one option out of several in their retirement plan and by spreading their money around, they may inadvertently put too much in their employer stock. They may have acquired the stock as a gift or inheritance or from options, grants, or an employee stock purchase plan and they don’t know what to do with it.

Regardless of the reason, any individual stock (no matter how good the company) is inherently very risky. Unlike what Buffett calls a “diversified equity portfolio” an individual stock can go to zero and never come back. That’s not volatility. That’s a permanent loss of purchasing power.

Bottom Line: Make sure you own a larger number of individual stocks in a a variety of industries or stick to broad-based mutual funds or ETFs that diversify the money for you.

3) Attempting to “time” the market.

Although not thought often as such, this is one of the most common investor mistakes. How many times have you heard people say that they know the market will decline and are waiting until then to jump in. Yes, it’s true that the market will decline at some point. The problem is that no one knows when. 

As Buffett puts it,

“Anything can happen anytime in markets. And no advisor, economist, or TV commentator – and definitely not Charlie nor I – can tell you when chaos will occur. Market forecasters will fill your ear but will never fill your wallet.”

Bottom Line: Instead of trying to time the market (which even Warren Buffett doesn't try to do), make sure you have adequate time IN the market, as that is what matters most. 

4) Active trading.

Instead of trying to time the market, others try to beat it by trading stocks they believe will outperform the market as a whole. This belief can be strengthened if an investor has one or more lucky trades. In many of these situations, the investor mistakes a rising market for his or her investing prowess.

However, many economists believe that the stock market is essentially efficient, which means that it’s extremely difficult if not virtually impossible to beat over the long run. Even if you don’t subscribe to this theory, it’s noteworthy that the vast majority of professional mutual fund managers consistently under-perform the market. Even the few that do outperform over a given time period are actually less likely than average to do so over the next same time period. In other words, any out-performance may be due to luck, exactly what the economists would have predicted.

So if not higher performance, what does all this trading produce? One study found that all this trading costs the average mutual fund about 1.44% per year. That loss comes out of your pocket but is not included in any of the fees reported by mutual funds.

Bottom Line: If professional investment managers, many from top business schools, with access to cutting-edge research and teams of research analysts working for them are unable to consistently beat the market, what makes you think you can? Instead of actively trying to beat the market, limit your trading to making sure your portfolio matches your time frame and risk tolerance, harvest tax losses to offset taxable gains, or switch from higher cost funds to lower cost funds.

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Clicking the Like button on various social media platforms, such as LinkedIn, Facebook, etc. does not constitute a testimonial for or endorsement of Redmount Capital Partners LLC or any Investment Advisor Representative. “Like” is not meant in the traditional sense. Posts must refrain from recommending investment advisory services or providing testimonials for our firm, since they are strictly prohibited. Please understand that we are required to delete such posts, since this is a regulatory requirement.

6 Lessons from private equity any company can learn (especially before selling)

Too Faced Cosmetics in Irvine, CA was sold in November 2016 to Estee Lauder Companies for $1.45 billion, almost for $1 billion more than acquired one year earlier by the seller, General Atlantic. 

General Atlantic, a New York private equity firm, acquired the business in 2015 from another private equity firm, Weston Presidio. 

Too Faced was co-founded in 1998 by Southern California entrepreneurs Jarod Blandino and Jeremy Johnson.

The founders sold Too Faced to Weston Presidio in 2012, for only $71 million.

How did Too Faced Cosmetics' value go from $71 million to $1.45 billion during the 2012 to 2016 period? 

There may be several explanations, but the key answer is in the way how private equity owned businesses are owned, managed, perform, and grow in value. 

Can we identify key factors why private equity owned businesses seemingly do better, at least for short- and intermediate-term, than their industry peers?

Consulting giants, led by Bain & Company, a successful private equity investor in its own right, offer a list of lessons any company can learn from private equity.

1. Define the full potential. The target is to increase equity value - how to turn $1 of equity value today into $3, $4, or $5 tomorrow.

2, Develop the blueprint. The blueprint is the road map for reaching your full potential - the who, what, when, and how.

3. Accelerate performance. This involves molding the organization to the blueprint, matching talent to key initiatives, and getting people to own them. 

4. Harness the talent. This requires creating the right incentives to recruit, retain, and motivate your best talent - and get them to think and act like owners. 

5. Make equity sweat. This calls for managing working capital aggressively, disciplining capital expenditures, and working the balance sheet hard.

6. Foster result-oriented mind-set. The goal is inculcate disciplines so that they become part of the company's culture and create a repeatable formula for achieving results.

Are the above 6 keys the reason why private equity owned businesses perform better than their peers over short and intermediate term intervals?

Private equity firms impose certain disciplines and models to force companies to succeed or at least satisfy their highly driven and monetary-oriented ownership. Companies are forced to immediately improve financial efficiency, performance, and continuity.

Well-placed partners of private equity firms serve as company ambassadors, acting as connectors to valuable contacts and strategic opportunities.

A study by A.T. Kearney (leading global consultancy) revealed the following:

1. Private equity owned companies generally outperform their industry peers, primarily in slow-growth industries, such as chemicals, large consumer goods and retail, manufacturing and business services.
2. Contrary to popular belief, PE firms that take on a supervisory role—giving the deal partner
   responsibility from acquisition through exit— deliver more value by balancing growth and profitability.
3. Success factors of PE firm models are transferable for those willing to learn.

Why private equity firms love cash?
PE players look at their balance sheet not as static indicators of performance, but as dynamic tools for growth. One critical component of this approach is to aggressively manage down working capital.

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"We love to discover companies with hidden gems like owned real estate which we can later sell and lease back, extracting our equity and reducing our base investment costs. It happens often and sellers could easily take advantage of these if they only reviewed their assets before selling to us." -  Mid-size private equity executive.

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Clicking the Like button on various social media platforms, such as LinkedIn, Facebook, etc. does not constitute a testimonial for or endorsement of Redmount Capital Partners LLC or any Investment Advisor Representative. “Like” is not meant in the traditional sense. Posts must refrain from recommending investment advisory services or providing testimonials for our firm, since they are strictly prohibited. Please understand that we are required to delete such posts, since this is a regulatory requirement.

Sale-Leaseback, A Hidden Treasure Chest?

American companies, including smaller, family-owned businesses and Corporate America, own an estimated $4.1 trillion of non-specialized "investable" real estate. Yet historical returns from equity investments have consistently exceeded those of real estate. As a general rule, any dollar that can be "monetized" or sourced from the sale of corporate real estate and reinvested in that company's listed or unlisted equity stock would create positive leverage.

That's why any business owner or CFO whose company owns real estate should review or consider a sale-leaseback transaction.

What is Sale-Leaseback?
Although used for more than 50 years, sale-leaseback transactions – and the benefits they can offer to corporate investors – are still not always fully understood.

In it simplest form, a sale-leaseback transaction entails the sale of corporate real estate and the simultaneous commitment to a long-term lease, generally 15 years or longer. This combination allows a company to redeploy the capital that had been invested in real estate into the core business.

Why is it worthwhile?
The biggest benefit of a sale-leaseback transaction is the ability to increase a company's financial flexibility by off-loading real estate at attractive long-term rates, while maintaining the availability of bank financing for a future date. By being both the lessee and the seller of the property, a corporation has greater bargaining power to ensure it maintains uninterrupted control of the facilities, including operations, maintenance and alterations, it negotiates the rights to assign and sublet the facilities, as well as enjoys lengthy initial and renewal terms.

What's the catch?
While sale-leaseback can be a worthwhile strategy for many companies, it is not without risk. Some of the risks to consider are:

Loss of residual property value
In most cases, the future value of any single-tenant property will be lower than today's sale price since real property generally depreciates over time. In the unlikely event that the residual value of the property increases over the primary lease term, the potential rental income from the property will increase as well. By negotiating a renewal option past the primary term at fixed rents, the seller/lessee can enjoy rental costs that are below market while still benefiting from greater potential sublease income.

Possible Relocation
At the end of a lease without any renewal options, a seller may be forced to either negotiate an extension at current market rents or relocate. To prevent such a situation in a sale-leaseback transaction, a company should consider employing a long-term (50-60 years) lease, thereby delaying the need to relocate or renegotiate until the asset will likely have become obsolete. When the term comes due, the buyer/lessor almost always would allow renewal of the lease, and on a worst case basis, at the same price the seller/lessee would pay for alternative space.

High Rental Payment
Rental payments under the lease cannot be adjusted without the consent of the lessor. As a result, if the rental market softens, a seller/lessee may be locked into a rate higher than the market rate. Yet, the company has protected itself from a decrease in property value and still enjoys the use of the capital. In addition, a decrease in rental rates represents a good opportunity to renegotiate the lease at a lower, modified rental rate for a new primary term.

Specific Accounting Principles
While the fundamental accounting principles of sale-leasebacks are relatively simple, following the generally accepted accounting principles (GAAP) provisions are critical. Failure to comply may result in the re-characterization of a sale-leaseback transaction as a mere financing vehicle, depriving the parties of the very benefits they have sought to achieve.

Can Sale-Leaseback Add Financial Value?

Will it strengthen company financials or enhance shareholder wealth? Can sale-leaseback pay down debt, reduce risks, increase working capital, or fund acquisitions by executing sale-leaseback?

Basic diagnosis can show financial impact analysis, blended cost of capital and other potential transaction terms/conditions, analysis of impacted balance sheet, efficiency, liquidity, & risk ratios,

To take further steps and diagnose your own opportunity click here

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Clicking the Like button on various social media platforms, such as LinkedIn, Facebook, etc. does not constitute a testimonial for or endorsement of Redmount Capital Partners LLC or any Investment Advisor Representative. “Like” is not meant in the traditional sense. Posts must refrain from recommending investment advisory services or providing testimonials for our firm, since they are strictly prohibited. Please understand that we are required to delete such posts, since this is a regulatory requirement.

The Magic in selling a business interest.

Recently the partners of Redmount Capital were at a luncheon with Earvin Magic Johnson delivering a keynote speech.

We were hoping for some insight from Magic, in our mind the most successful pro-athlete entrepreneur, turning his athletic power into business empire. He built best-in-kind connections to propel his business juggernaut. His business visions are not only contrary to the consensus but also ahead of times.

Right away we were made aware that Magic is a genuinely fun person. He is charming yet highly opinionated.  We knew he was competitive but as he spoke we also learned how fond he is of a good competition. It seems he is not only in it to win it but also to get better. All along he was affectionate to the listeners, truly appreciating their interest and presence.

"So should I sell Lakers?"

As he spoke we kept looking for details in his entrepreneurial ways. He let us as he brought up the

sale of his ownership in LA Lakers. Magic acquired interest in to the team in 1994. In 2010 the news

of his LA Lakers sale took many by surprise, Most people thought that he was making a mistake and that he will come to regret it. 

At the luncheon Magic explained why he decided on the sale. LA Lakers were doing as good as they have ever done...or could have ever done. Kobe was getting older. Magic had another plan in the works. He was just looking for the right offer. 

What was his plan? His purchase, in partnership with Guggenheim, of LA Dodgers.

Magic knew Dodgers presented a similar opportunity as Lakers in 1994, only larger. He realized that he needed capital. which he could obtain, if he sold something. He also knew that he needed his focused attention on Dodgers.

Several well-known billionaire investors were ready to partner with him in the Dodgers deal. Choosing the right one seemed easy but he wanted himself to be a large investor in the deal. He wanted to call the shots and make good money.

Prior to that, several offers were received by Magic to consider selling Lakers, but he was looking for the "right offer". He did not elaborate what he thought the "right offer" was. We suspect he knew what it would look like - at a right price and timed to let him get the Dodgers' deal done.

"So should I sell Lakers?" Magic asked us all in the room, extending the microphone towards us. "You guys are smart enough, you have clients like me". "Yes", spoke the group. Magic nodded in satisfaction, with his smile getting brighter.

To register or learn more please click here 

In 2010 Earvin Magic Johnson effectively exchanged his ownership in LA Lakers for the one in LA Dodgers. A classic replacement of a business interest in a stage of diminishing returns for a one with remaining opportunities. Another plus, the business was bigger with higher RIE (Return on Invested Effort). 

This may just be the Magic approach to selling a business interest.

Photo by Curtis E. Hollowell, Redmount Capital Partners.