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Finance, the other F Word
Jeff Clark
Live Oak Bank Wine & Craft Beverage
John Fisher
Fisher & Company
Don Winkle
Spaulding McCullough & Tansil LLP
Craft Beverage Expo 2016
© 2015 Live Oak Banking Company. All rights reserved. Member FDIC
Equity vs. Debt
Equity = No Collateral = No Secondary
Source of Repayment
Value of Collateral = How Liquid Is It?
3
Degree of Liquidity by Asset Class
In Descending Order
 Cash
 Marketable Securities
 Accounts Receivable – Purchase Orders
 Finished Goods – Case Goods
 Bulk Wine – Aging Spirits
 Equipment
 Real Estate
 Collectables – Art, Rare Items, etc.
 Lottery Tickets
 Penny Stocks
4
Equity
5
 Risk to Lender– Highest
 Minimal collateral if any
 Cost to Company – High
 Dilution of profits
 Potential reduction in decision making process
 Advantages
 Sometimes the only source of capital available
 Often far more capital available than can be provided by debt
 Synergies of experience, industry connections
Asset Based Lender
 Risk to Lender – High
 Mitigated by collateral value
 Cost to Company – Higher than conventional lender
 Lower advance rates
 Control of working capital
 More frequent reporting
 Advantages
 Less reliant on cash flow
 Generally will take more risk than conventional lender
6
Conventional Lender
 Risk to Lender – Low
 Mitigated by historic and projected cash flow
 Mitigated by collateral
 Cost to Company – Lowest cost of capital
 Less frequent reporting than asset based lender
 Advantages
 Usually higher advance rates
 Relationship banking can provide price and structure leverage
7
SBA
 Risk to Lender – Lowest
 Mitigated by historic and projected cash flow
 Mitigated by U.S. government guarantee
 Cost to Company – Lowest cost of capital
 In line with conventional lender
 Advantages
 Up to 100% financing
 Longest terms with no calls
 No covenants
8
What do Equity Investors and
Lenders Seek?
Acceptable Return on Investment
Repaid as Agreed
Risk = Reward
9
Management
 Industry experience
 Marketing, Sales, Operations, Finance
 Strategic Partners – Distributor, Accountant, Attorney, Consultants
 Regulatory and Compliance
10
Business Plan
 Production
 Sales
 Strategy
 Action Plan with time line
 Documented Fact Based Projections
11
Reporting Capabilities
 Quarterly or Monthly
 Accounts Receivable
 Accounts Payable
 Inventory
 Income Statement
 Balance Sheet
 Annual
 Compiled, Reviewed, Audited and Tax Returns
 Projections
12
Case Study # 1 – Distillery Refi & Tenant Improvement
One year old distillery had an opportunity to move their tasting room to a high foot traffic
resort location. They had boot strapped the operation with a conglomeration of high
interest debt with short terms. Although they could service this debt it left no cash flow
for additional growth. They needed capital to do tenant improvements to the new
location, refinance existing debt and purchase additional production equipment. Based on
historic trends, projected cash flow, DTC and 3 tier distribution structure Live Oak was
able to provide a term debt structure with a six month interest only period.
13
LOAN TERMS
Loan Amount $1,030,000
Loan Term 6 months I/O followed by 126 months of P&I (132 months total)
Loan Rate 5.50%
Loan Payment $10,779.17/month
Use of Proceeds
Use of Proceeds Borrower SBA Total
Refinance $0 $567,262 $567,262
Construction $0 $377,312 $377,312
Contingency $0 $37,731 $37,731
Working Capital $0 $5,657 $5,657
Soft Costs $0 $42,038 $42,038
Total $0 $1,030,000 $1,030,000
Case Study # 2 – Brewery Equipment & Leasehold
Improvements
Five year old brewery needed to expand to keep up with demand. Needed a 20 barrel
system to replace their existing 5 barrel. New system would increase production while
reducing labor costs. They also wanted to open a tap room to sell DTC. DTC sales would
enhance gross margins while expanding their client base. They had just achieved
positive cash flow but the local banks wanted to see a couple of years of profits. The
local banks did not want to finance the leasehold improvements.
14
LOAN TERMS
Loan Amount $825,000
Loan Term 4 months I/O followed by 180 months of P&I (184 months total)
Loan Rate 5.50%
Loan Payment $6,962/month
Use of Proceeds
Use of Proceeds Borrower SBA Total
Equipment $0 $550,000 $550,000
Working Capital $0 $250,000 $250,000
SBA Guaranty Fee $0 $22,000 $22,000
Closing Costs $0 $3,000 $3,000
$0 $0 $0
Total $0 $825,000 $825,000
Case Study # 3 – Winery Construction & Expansion
Six year old winery with two existing liens needed to build out their production facility and
a tasting room. Established in the depth of the Great Recession it had struggled to
develop estate vineyards and grow sales. The expanded production would allow for
additional custom crush revenue. Utilizing projections, historic sales trends, letters of
intent, cost saving and inventory analysis Live Oak was able to provide a 3rd lien
construction/take out loan with a 25 year term, amortization, no balloon payments and no
financial covenants.
15
LOAN TERMS
Loan Amount $3,467,500
Loan Term 12 months I/O followed by 300 months of P&I (312 months total)
Loan Rate 5.25%
Loan Payment $21,293.48/month
Use of Proceeds
Use of Proceeds Borrower Live Oak Bank Total
Construction $0 $3,000,000 $3,000,000
Contingency $0 $300,000 $300,000
Const Supervision $0 $5,000 $5,000
Interest only payments $0 $60,000 $60,000
Appraisal & Bus Valuation$5,000 $0 $5,000
SBA Guaranty Fee $0 $95,000 $95,000
Bank Legal $0 $5,000 $5,000
Title $0 $2,500 $2,500
Total $5,000 $3,467,500 $3,472,500
© 2013 Live Oak Banking Company. All rights reserved. Member FDIC

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CBE16 - Funding Sources and Considerations

  • 1. Finance, the other F Word Jeff Clark Live Oak Bank Wine & Craft Beverage John Fisher Fisher & Company Don Winkle Spaulding McCullough & Tansil LLP Craft Beverage Expo 2016 © 2015 Live Oak Banking Company. All rights reserved. Member FDIC
  • 2. Equity vs. Debt Equity = No Collateral = No Secondary Source of Repayment Value of Collateral = How Liquid Is It? 3
  • 3. Degree of Liquidity by Asset Class In Descending Order  Cash  Marketable Securities  Accounts Receivable – Purchase Orders  Finished Goods – Case Goods  Bulk Wine – Aging Spirits  Equipment  Real Estate  Collectables – Art, Rare Items, etc.  Lottery Tickets  Penny Stocks 4
  • 4. Equity 5  Risk to Lender– Highest  Minimal collateral if any  Cost to Company – High  Dilution of profits  Potential reduction in decision making process  Advantages  Sometimes the only source of capital available  Often far more capital available than can be provided by debt  Synergies of experience, industry connections
  • 5. Asset Based Lender  Risk to Lender – High  Mitigated by collateral value  Cost to Company – Higher than conventional lender  Lower advance rates  Control of working capital  More frequent reporting  Advantages  Less reliant on cash flow  Generally will take more risk than conventional lender 6
  • 6. Conventional Lender  Risk to Lender – Low  Mitigated by historic and projected cash flow  Mitigated by collateral  Cost to Company – Lowest cost of capital  Less frequent reporting than asset based lender  Advantages  Usually higher advance rates  Relationship banking can provide price and structure leverage 7
  • 7. SBA  Risk to Lender – Lowest  Mitigated by historic and projected cash flow  Mitigated by U.S. government guarantee  Cost to Company – Lowest cost of capital  In line with conventional lender  Advantages  Up to 100% financing  Longest terms with no calls  No covenants 8
  • 8. What do Equity Investors and Lenders Seek? Acceptable Return on Investment Repaid as Agreed Risk = Reward 9
  • 9. Management  Industry experience  Marketing, Sales, Operations, Finance  Strategic Partners – Distributor, Accountant, Attorney, Consultants  Regulatory and Compliance 10
  • 10. Business Plan  Production  Sales  Strategy  Action Plan with time line  Documented Fact Based Projections 11
  • 11. Reporting Capabilities  Quarterly or Monthly  Accounts Receivable  Accounts Payable  Inventory  Income Statement  Balance Sheet  Annual  Compiled, Reviewed, Audited and Tax Returns  Projections 12
  • 12. Case Study # 1 – Distillery Refi & Tenant Improvement One year old distillery had an opportunity to move their tasting room to a high foot traffic resort location. They had boot strapped the operation with a conglomeration of high interest debt with short terms. Although they could service this debt it left no cash flow for additional growth. They needed capital to do tenant improvements to the new location, refinance existing debt and purchase additional production equipment. Based on historic trends, projected cash flow, DTC and 3 tier distribution structure Live Oak was able to provide a term debt structure with a six month interest only period. 13 LOAN TERMS Loan Amount $1,030,000 Loan Term 6 months I/O followed by 126 months of P&I (132 months total) Loan Rate 5.50% Loan Payment $10,779.17/month Use of Proceeds Use of Proceeds Borrower SBA Total Refinance $0 $567,262 $567,262 Construction $0 $377,312 $377,312 Contingency $0 $37,731 $37,731 Working Capital $0 $5,657 $5,657 Soft Costs $0 $42,038 $42,038 Total $0 $1,030,000 $1,030,000
  • 13. Case Study # 2 – Brewery Equipment & Leasehold Improvements Five year old brewery needed to expand to keep up with demand. Needed a 20 barrel system to replace their existing 5 barrel. New system would increase production while reducing labor costs. They also wanted to open a tap room to sell DTC. DTC sales would enhance gross margins while expanding their client base. They had just achieved positive cash flow but the local banks wanted to see a couple of years of profits. The local banks did not want to finance the leasehold improvements. 14 LOAN TERMS Loan Amount $825,000 Loan Term 4 months I/O followed by 180 months of P&I (184 months total) Loan Rate 5.50% Loan Payment $6,962/month Use of Proceeds Use of Proceeds Borrower SBA Total Equipment $0 $550,000 $550,000 Working Capital $0 $250,000 $250,000 SBA Guaranty Fee $0 $22,000 $22,000 Closing Costs $0 $3,000 $3,000 $0 $0 $0 Total $0 $825,000 $825,000
  • 14. Case Study # 3 – Winery Construction & Expansion Six year old winery with two existing liens needed to build out their production facility and a tasting room. Established in the depth of the Great Recession it had struggled to develop estate vineyards and grow sales. The expanded production would allow for additional custom crush revenue. Utilizing projections, historic sales trends, letters of intent, cost saving and inventory analysis Live Oak was able to provide a 3rd lien construction/take out loan with a 25 year term, amortization, no balloon payments and no financial covenants. 15 LOAN TERMS Loan Amount $3,467,500 Loan Term 12 months I/O followed by 300 months of P&I (312 months total) Loan Rate 5.25% Loan Payment $21,293.48/month Use of Proceeds Use of Proceeds Borrower Live Oak Bank Total Construction $0 $3,000,000 $3,000,000 Contingency $0 $300,000 $300,000 Const Supervision $0 $5,000 $5,000 Interest only payments $0 $60,000 $60,000 Appraisal & Bus Valuation$5,000 $0 $5,000 SBA Guaranty Fee $0 $95,000 $95,000 Bank Legal $0 $5,000 $5,000 Title $0 $2,500 $2,500 Total $5,000 $3,467,500 $3,472,500
  • 15. © 2013 Live Oak Banking Company. All rights reserved. Member FDIC