LBO of Alarm Services Balancing Risk and Reward Nicolas Lindstrom Samuel Nadeau Franco Perugini Mandate North Village Capital purchase of AlarmServce Inc. Debt Structure Mandate Rationale Strategic Fit Valuation Return Implementation Conclusion Recommendation Complete LBO of AlarmServe, utilizing 2.5x Debt/EBITDA at entry to realize a 25% IRR Mandate Rationale Valuation Implementation Conclusion Mandate Sales secured by contracts • Low Customer Attrition Monthly Payment Plan • Stable Cashflow Low Capital Intensively • Low drain on cash Industry is a good fit for an LBO Mandate Rationale Valuation Implementation Conclusion How NVC can add Value Expand to new geographic areas Focus on higher-margin accounts $2 Million Dollars by year 4 Reduce operating cost Eliminate cost of being public NVC can add value to the company through their involvement Mandate Rationale Valuation Implementation Conclusion Decision of debt Level Return Probability to Receive Financing Mandate Rationale Default Risk Valuation Implementation Conclusion Decision of debt Level No leverage Medium Leverage High Leverage Return 1 4 5 Default 5 4 1 5 4 2 11 12 8 Probability to Receive Financing Total Default risk is the deal-breaker Mandate Rationale Valuation Implementation Conclusion Decision of debt Level No leverage Medium Leverage High Leverage Return 1 4 5 Default 5 4 1 5 4 2 11 12 8 Probability to Receive Financing Total Medium leverage is the best option Mandate Rationale Valuation Implementation Conclusion How NVC can add Value Stable industry for LBO AlermServe is a good strategic investment investment for NVC NVC can add $2 Value Medium leverage is the best leverage level Mandate Rationale Valuation Implementation Conclusion Valuation Valuation Introduction Income Statement Projections Deal Deal Structure Returns Analysis Sensitivities Debt Ratios Mandate Rationale Exit Multiples Valuation Implementation Conclusion Assumptions Income Statement • Revenue growing at CAGR of 6% • Flat gross margin profile • EBITDA Synergies of $2M over 4 years Deal Overview • 2.5x total Debt/EBITDA • 6x entry – 6x exit Multiple Mandate Rationale Valuation Implementation Conclusion Income Statement Revenues Growth COGS Gross Profit Margin Management Fees Selling Expenses G&A EBITDA (Pre-Synergies) Synergies EBITDA (Post Synergies) D&A Interest (Income) EBT Income Tax Net Income 4,851 18,915 80% 0 10,353 4,073 4,489 0 4,489 2008 28,310 19% 6,237 22,073 78% 0 9,988 5,081 7,004 0 7,004 2,605 97 1,788 626 1,162 3,066 85 3,853 1,349 2,504 2007 23,766 Income Statement 2010 2009 33,900 32,273 5% 14% 7,500 7,594 26,400 24,678 78% 76% 678 0 10,571 10,364 6,102 5,809 9,049 8,506 500 0 9,549 8,506 2011 35,600 5% 7,800 27,800 78% 712 10,783 6,408 9,898 1,000 10,898 2012 38,100 7% 8,400 29,700 78% 762 10,998 6,858 11,082 1,500 12,582 2013 40,700 7% 8,900 31,800 78% 814 11,218 7,326 12,442 2,000 14,442 3,600 1,429 4,020 1,407 2,613 3,700 1,318 4,880 1,708 3,172 4,000 1,184 5,898 2,064 3,834 4,300 1,024 7,118 2,491 4,627 3,134 66 5,306 1,857 3,449 2014 CAGR 6% 44,000 8% 5% 9,700 7% 34,300 78% 880 2% 11,443 6% 7,920 11% 14,058 2,000 14% 16,058 4,600 828 8,630 3,020 5,609 Margin expansion provided by synergies and operating leverage Mandate Rationale Valuation Implementation Conclusion 8% 66% 10% 10% 10% Working Capital 2007 Accounts Receivable % Sales DSO Inventory % Sales Accounts Payable % Expenses WC Change 2008 Working Capital 2009 2010 2,300 2,416 7% 7% 26 26 3,300 3,466 10% 10% 1,300 1,322 5% 5% 4,300 4,560 260 2011 2,537 7% 26 3,640 10% 1,367 5% 4,810 250 2012 2,715 7% 26 3,896 10% 1,436 5% 5,175 365 2013 2,901 7% 26 4,162 10% 1,501 5% 5,561 386 Working Capital will require cash from the business Mandate Rationale Valuation Implementation Conclusion 2014 3,136 7% 26 4,499 10% 1,590 5% 6,045 484 Deal Structure Moderate debt levels to minimize risk Mandate Rationale Valuation Implementation Conclusion Debt Schedule Debt Schedule 2010 2011 2013 2014 Revolver Revolver Balance Beg % of AR % of Inventory Repaid (Drawn) Revolver Ending (Cash) Interest Prime Rate 0 3,839 1,856 4,032 3,265 4,315 4,151 4,609 4,304 4,983 (1,856) 1,856 0 2% (1,409) 3,265 93 2% (886) 4,151 163 2% (153) 4,304 208 2% 603 3,701 215 2% Senior Senior Debt Repayment Senior Debt Ending Interest 17,011 3,402 13,609 919 13,609 3,402 10,207 714 10,207 3,402 6,804 510 6,804 3,402 3,402 306 3,402 3,402 102 4,253 4,253 510 4,253 4,253 510 4,253 4,253 510 4,253 4,253 510 4,253 4,253 510 Subordinated Sub Debt Repayment Sub Debt Ending Interest Mandate 2012 Rationale Valuation Implementation Conclusion Cash Flow Net Income Plus: D&A Less: Change in WC Operating Cash Flow Cash Flow Statement 2008 2009 2010 2,613 3,600 260 5,953 2011 3,172 3,700 250 6,622 2012 3,834 4,000 365 7,469 2013 4,627 4,300 386 8,540 2014 5,609 4,600 484 9,725 Capital Expenditures Investing Cash Flow (4,407) (4,407) (4,628) (4,628) (4,953) (4,953) (5,291) (5,291) (5,720) (5,720) Debt Repaid Dividends Paid Financing Cash Flow (3,402) 0 (3,402) (3,402) 0 (3,402) (3,402) 0 (3,402) (3,402) 0 (3,402) (3,402) 0 (3,402) Change in Cash Flow (1,856) (1,409) (886) (153) 603 2007 Debt repayment will be the major cash drain Mandate Rationale Valuation Implementation Conclusion Return Profile EBITDA Exit Multiple Exit Enterprise Value Returns Analysis 2008 2009 2010 9,549 6.0x 57,294 2011 10,898 6.0x 65,385 2012 12,582 6.0x 75,491 2013 14,442 6.0x 86,652 2014 16,058 6.0x 96,345 Less: Net Debt Implied Equity Value 19,718 37,575 17,725 47,661 15,208 60,283 11,959 74,693 7,954 88,392 678 678 712 712 762 762 814 814 880 88,392 89,272 2007 Payment Management Fees Proceeds From Sale Total Return IRR Multiple on Money (30,790) (30,790) 25% 3.0x 25% IRR with a 3x multiple on money Mandate Rationale Valuation Implementation Conclusion Weak 2010 Return Check EBITDA Exit Multiple Exit Enterprise Value Returns Analysis 2008 2009 2010 7,702 6.0x 46,212 2011 8,879 6.0x 53,275 2012 10,470 6.0x 62,819 2013 12,148 6.0x 72,886 2014 13,419 6.0x 80,514 Less: Net Debt Implied Equity Value 20,008 26,204 18,863 34,412 17,247 45,572 15,023 57,863 12,134 68,380 613 613 644 644 689 689 737 737 789 68,380 69,169 2007 Payment Management Fees Proceeds From Sale Total Return IRR Multiple on Money (30,790) (30,790) 19% 2.3x -5% Revenue growth in ‘10 leads to 19% IRR Mandate Rationale Valuation Implementation Conclusion Return Sensitivity 0 14,492 15,255 16,058 16,860 17,703 4.5x 15% 16% 18% 19% 20% Exit EBITDA and Exit Multiple IRR Sensitivity Exit Multiple 5.0x 5.5x 6.0x 6.5x 18% 20% 22% 25% 19% 22% 24% 26% 20% 23% 25% 27% 22% 24% 26% 29% 23% 25% 28% 30% 7.0x 27% 28% 29% 31% 32% Multiple contraction will still provide sufficient returns Mandate Rationale Valuation Implementation Conclusion 7.5x 28% 30% 31% 32% 34% Implementation Acquisition Timeline 2009 Q4 Q1 Q2 2010 Q3 Q4 LOI Access data room Due Diligence Legal docs Sign SPA Close deal Focus of due diligence will be on empolyee retention Mandate Rationale Valuation Implementation Conclusion Debt Sources and Uses Uses 0 Purchase Price 17,011 Transaction Fees 4,253 30,790 52,054 Total Sources Revolver Senior Debt Sub Debt Equity Total Unlevered Scenario Senior Debt Subordinated Revolver Total debt Debt/EBITDA 2.0x 0.5x 0.0x 2.5x 51,034 1,021 52,054 $ Value 17,011 4,253 0 21,264 2.5x Total Leverage Mandate Rationale Valuation Implementation Conclusion Leverage and Covenants EBITDA Coverage EBITDA-Capex Coverage Debt/EBITDA Leverage Analysis 2008 2009 2010 128.3x 6.7x 3.6x 2.5x 2.1x 2011 8.3x 4.8x 1.6x 2012 10.6x 6.4x 1.2x 2013 14.1x 8.9x 0.8x 2014 19.4x 12.5x 0.5x Covenants EBITDA Coverage EBITDA-Capex Coverage Debt/EBITDA 2.0x 2.0x 3.0x 2.0x 2.0x 3.0x 2.0x 2.0x 3.0x 2.0x 2.0x 3.0x 2.0x 2.0x 3.0x 2007 All covenants are very comfortably respected Mandate Rationale Valuation Implementation Conclusion Management Strategies Focus on higher margin business segments • Residential/ commercial security Reduce operating cost • Focused hiring during expansion • Optimize cash cycle Eliminate cost of being public • Listing cost • Financial disclosure • Shareholder relations/Market pressure New strategies will increase CF to pay down debt Mandate Rationale Valuation Implementation Conclusion Management fees General Partners 80% 2% of sales Limited Partners 20% Management fees will add to returns Mandate Rationale Valuation Implementation Conclusion Exit strategies decision matrix IPO Sale Dividend recap Return Low (19%) High (25%) Medium (23%) Time Medium Medium Low Risk Medium High Low Returns will be the deal maker Mandate Rationale Valuation Implementation Conclusion Sale Timeline Q3 2013 Q4 Q1 Q2 2014 Q3 Q4 Invite banks to pitch Review pitches Select advisors Prepare CIM Sign NDA LOI Access data room Due Diligence Legal docs Sign SPA Close deal A strong CIM will be crucial to strong exit valuation Mandate Rationale Valuation Implementation Conclusion