Here are the key steps in our buy-side M&A methodology: 1. Preparation of a 'Long-List' of potential targets in the targeted sector and geographical area and ranking them in order of interest and according to M&A criteria (sales, EBITDA, etc.). 2. Initiate contact between GEREJE and the target(s) (without giving the name of the client) to validate their actionability. 3. Meeting between GEREJE and the client to select a short list. 4. Preparation of a teaser and confidential information memorandum on the shortlisted targets. 5. Initiation of confidential discussions and due diligence with the selected target.

1. OUR ADDED VALUE & M&A TRENDS
IN THE AERONAUTICS & DEFENSE SECTOR
BUY SIDE – FUNDRAISING – SELL SIDE
JANUARY 2024

2. 2
P R I V A T E & C O N F I D E N T I A L
TABLE OF CONTENT
I. Market and M&A trends in the Aeronautics & Defense sector 03
III. Our expertise, added-value & methodology
in the Aeronautics & Defense sector 12
IV. About GEREJE Corporate Finance 25
II. M&A trends valuation & recent transactions 08

3. MARKET AND M&A
TRENDS IN THE
AERONAUTICS &
DEFENSE SECTOR
I

4. 4
P R I V A T E & C O N F I D E N T I A L
Forecast of Global Revenue Passerger Kilometers
(2019 - 2040)
0
3000
6000
9000
12000
15000
18000
21000
2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 20382040
COVID-19 HAS DISCRUPTED THE AERONAUTICS & DEFENSE SECTOR
Increased focus on short-haul and domestic travel
§ In 2022, domestic RPKs recovered faster (80% of 2019 traffic) than
international RPKs (62% of 2019 traffic).
Defense was more resilient: revenue up 2% at top 6
US defense companies
Sources : PwC, Deloitte, Airbus – GMF, Fitch Ratings, IATA, GCF Research
Market trends
Change of behaviors
The Covid crisis has led to a slowdown in the sector, especially in commercial aeronautics. The sector is slowly
recovering, driven by changes of behaviors and the easing of restrictions
Commercial aeronautics is most affected: in 2022,
the traffic recovered nearly 70% of 2019 RPKs
§ Noted a 66% decline in RPK in 2020 vs. 2019
Decrease in lucrative business flights
§ The rise of new communication technologies such as Zoom has
accelerated the substitution of in-person meetings to virtual ones
CAGR 19-40
+ 3.9%
RPK (billion)

5. 5
P R I V A T E & C O N F I D E N T I A L
Environmental pressure
§ Considering the global environmental pressure and the funds given by the
governments to pass the crisis, Airline companies will have to reduce CO2
emissions. Electric air transport is growing rapidly : by 2025, 25% of the
aviation sector will be composed of electric or hybrid aircraft.
Sources : PwC, Deloitte, ASD, Boursorama, Airbus, GCF Reseach
Airbus A320 family monthly production rate
(2022-2025)
The resumption of deliveries is a reliable indicator of an end of the crisis: Airbus forecasts for its A320 family, a
monthly production rate of 75 aircrafts by 2026. New deliveries over the next 20 years are estimated around
40,000 aircrafts
50
65
75
0
10
20
30
40
50
60
70
80
2022e 2024f 2026f
New opportunities amid the sector’ reshaping
§ The adaptation to the current market situation will result in M&A
opportunities (consolidation, economies of scale, innovation, …)
Resilience of low-cost companies which are mainly using
single-aisle aircrafts (A320 family)
§ Faster recovery due to lower fixed costs
§ Preference for direct flights: reinforcing the low-cost companies' strategy
NEW OPPORTUNITIES IN THE AERONAUTICS & DEFENSE SECTOR

6. 6
P R I V A T E & C O N F I D E N T I A L
Global MRO Market evolution in $bn
(2019 – 2031)
The global Aeronautics & Defense MRO (Maintenance, Repair & Operations) market has been valued at $87bn in
2021 and is expected to reach $108bn by 2026, increasing at a CAGR of 4%
Increase of investments in MRO equipment which help reduce
operational expenditure (process efficiency, reduce of
downtime’s length).
Sources GMI, OliverWyman, Les Echos , Statista, Xerfi, GCF Research
The growth of air travel and the aircraft production will
support the MRO industry
§ Air traffic passengers is expected to reach 7.2bn in 2035 (+200% vs. 2021)
87.3
108.4
117.7
0
20
40
60
80
100
120
140
2021 2026f 2031f
CAGR 26-31
+ 1.5%
CAGR 19-26
+ 4%
RESILIENCE OF THE GLOBAL MRO MARKET
Consolidation of the fragmented sector
§ Leaders of the market are looking to increase their size, to achieve scale
economies and to complete their offer
§ Numerous small companies with targeted skills, especially in engines and
components segments which represent over 60% of the market
N2
France is the N°2 MRO market (18% of total Europe revenue)
after Germany (40%) in Europe

7. 7
P R I V A T E & C O N F I D E N T I A L
439 444
364
574
439
0
100
200
300
400
500
600
700
2018 2019 2020 2021 2022
Number of M&A Deals
Number of deals
STRONG M&A ACTIVITY IN THE SECTOR
Source Janes Capital Partners
The M&A activity in the A&D sector returned to its pre-crisis level in 2022 after a peak in 2021. In 2023, the sector is
estimated to witness a comparable M&A activity.
Consolidation trends in the sector especially in the
MRO segment and maturing markets
Increase of policies and demands for environment
compliant solutions and processes
In 2022, Hy24 raised a €2bn fund to deploy and finance infrastructures for
carbon-free hydrogen
Digitalization & needs of disruptive technologies
Government Services, IT Services & Software is the most active
segment: 20% of 2022 deals
Sources Bain & Company, Janes Capital Partners, KMPG, Xerfi, GCF Research
Key Drivers

8. M&A TRENDS
VALUATION &
RECENT
TRANSACTIONS
II

9. 9
P R I V A T E & C O N F I D E N T I A L
VALUATION METRICS
Year Buyer Target Sector
Transaction
Value
TEV/
EBITDA
2021 H.I.G Capital SMTC Corporation
Provider of Electronics Manufacturing
Services
$172m 9,2x
2021 UMS JEP Manufacturer of high precision equipment $31m 11,65x
2020
Avon Protection
Systems
Team Wendy Defense $130m 9,7x
2020 TT Electronics Excelitas Technologies Components & systems $18m 10,4x
2020
SFPI-FPIM & Sabena
Aerospace
SABCA Manufacturer of aeronautical components $88m 4,9x
2019 Nitta Corporation Korea Nitta Moore Plastic-extruding products manufacturer $20m 7,55x
Source Merger Market et Janes Capital Partners Aerospace & Defense, (rapport 2022)
Ø Company Size
The larger the company, the higher the
multiple with key thresholds
Ø Profitability
EBITDA margin is the most important benchmark
for companies of similar size
Ø Market position
A leading position in a market
improves a valuation multiple
3 factors influence the valuation multiples:

10. 10
P R I V A T E & C O N F I D E N T I A L
RECENT STRATEGIC OPERATIONS
Source: Fusacq, Mergermarket, crunchbase, GCF analysis
Year Investors Target Information
Group est.
revenue
See
More
Mar.
2023
AAR (US): a leading provider of aviation services to
commercial and government operators
Trax (US): a provider of aircraft MRO and fleet
management software
$1.8bn here
Nov.
2022
Sabena Technics (FR): MRO services in aeronautics
Heli-Union (FR): a leading helicopter services
provider
€650m here
Dec.
2021
Mecachrome (FR): a global leader in precision
mechanics
WeAre Group (FR): an aeronautic subcontractor
€345m here
Aug.
2021
Gerard Perrier Industrie (FR): an industrial group
AECE (FR): a manufacturer of electronic and
electrical equipment
€210m here
July
2021
Mecachrome (FR): a global leader in precision
mechanics
Hitim Group (FR): a high precision mechanics
manufacturer
€220m here
June
2021
ACI Groupe (FR): a subcontractor for cutting edge
industries
Dviation (Malaysia): a subcontractor in aeronautics
€45m here

11. 11
P R I V A T E & C O N F I D E N T I A L
Year Investors Target Information
Transaction
Value
See
More
Mar.
2023
Ascendance (FR): Developer of sustainable flight
solutions: a cutting-edge VTOL aircraft based on
hybrid-electric propulsion technology.
€21m here
Jun.
2022
Flying Whales (FR) : offers a pioneering solution
for air cargo transportation
€122m here
Jan.
2022
ACI Groupe (FR): a subcontractor for cutting edge
industries
€7m here
Oct.
2021
Satys Aerospace (FR): aircraft painting, sealing
and surface treatment
€40m here
Sept.
2021
Figeac Aero (FR): a leading European
aeronautical subcontractor
€35m here
May
2021
Cebu Pacific (Philippines): a leading low-cost
airline company
$250m here
RECENT FUNDRAISING DEALS
Source: Fusacq, Mergermarket, crunchbase, GCF analysis

12. OUR EXPERTISE,
ADDED-VALUE &
METHODOLOGY IN
THE AERONAUTICS &
DEFENSE SECTOR
II

13. 13
P R I V A T E & C O N F I D E N T I A L
OUR EXPERTISE & ADDED VALUE [1/2]
We have a specific expertise and experience in the Aeronautics & Defense sector. We have
a direct access to >200 companies in this specific sector in Europe, Asia, and
internationally
1. Our Expertise & Experience in the Aeronautics & Defense sector
2. Our International presence
Entrepreneurs close to Entrepreneurs = reactivity & adaptability
3. Our “entrepreneurial” culture
Privileged access to > 400 investors (Cap development funds, VC, debt funds, Family
Offices), with a specific interest in this specific industry.
4. Our Privileged access to Strategic & Financial Investors
Our multicultural teams with our own offices in Europe (France (Paris - Lyon - Nantes),
Switzerland, Portugal, Germany, Austria) & ASEAN (Bangkok, Singapore), and our
partners in the Middle East, Africa and the US

14. 14
P R I V A T E & C O N F I D E N T I A L
OUR EXPERTISE & ADDED VALUE [2/2]
We prefer to act over the long term as partners alongside business leaders
5. Advisor & Partner
With over 80 closings between 2016 & 2022, GEREJE is No. 1 & No. 2 between 2016 & 2021
in the Advisory Fusacq ranking – Corporate banking fundraising rankings in France
6. Our Track-Record
Our expertise in structuring complex operations : Earn-Out, Management Buy-Out, Owner
Buy-Out, Joint Venture…
7. Our Expertise in complex structuring
We work with no conflict of interests and ensure confidentiality & discretion
8. Our independence

15. 15
P R I V A T E & C O N F I D E N T I A L
OUR PRIVILEGED ACCESS TO STRATEGIC & FINANCIAL PARTNERS
Small Cap companies
~40 companies in Europe, Asia and Worldwide -
listed in our proprietary data base
Mid Cap companies
~110 companies in Europe, Asia and Worldwide -
listed in our proprietary data base
Investors
~ 900 investors (PE, VC, CVC, Family Offices, etc.)
with a specific interest in the industry sector -
listed in our proprietary data base
● ● ●
● ● ●

16. 16
P R I V A T E & C O N F I D E N T I A L
Laurent GOBINET
Partner at GEREJE Corporate Finance
Industrial Expertise in France and abroad
Education :
DESS electronic & MBA Purchasing, Bordeaux, France
Key Points:
● + 25 years of experience in the Aeronautics/Naval/Defense & All-terrain vehicles sectors
● + 20 years of international experience
EXPERIENCE & EXPERTISE
Ø + 20 years of experience in large groups
Ø Industrial Strategy : production & services
Ø Aero., naval, defense, All-terrain vehicles , energies, etc.
Ø Purchasing, Supply Chain & Management
Ø VP Neopolia (regional business network with 5 business
clusters: Aerospace, Rail, MRE, Marine and Energies)
Ø Specific expertise:
§ Previous President et Deputy General Manager at
GESTAL
§ Previous Purchasing & Logistics Director at
STELIA/SOGERMA SERVICES (AIRBUS)
§ Chantiers de l'Atlantique, Manitou, etc
OUR EXPERTISE IN THE INDUSTRY SECTOR

17. OUR EXPERTISE IN THE INDUSTRY SECTOR
17
P R I V A T E & C O N F I D E N T I A L
Fabrice LOMBARDO
Founder & CEO of GEREJE Corporate Finance
Expertise at the international level, in Europe, Asia (especially ASEAN), Middle East & Africa, in
GEREJE’s 8 key sectors
Education:
BBA at Oxford Brookes Université, Grenoble Business School, Executive MBA at ESSEC, SFAF
Certified
Key Points:
● + 12 years in Business Dev. (multinationals) ● Creation of GEREJE: 2008 ● +100 deals closed
EXPERIENCE & EXPERTISE
Ø + 15 years in M&A consulting for SMID & Large Caps
Ø Buy-Side Mandate & Sell-Side Mandate
Ø Fundraisings (Equity / Debt)
Ø Valuation & Structuring
Ø Speaker and lecturer at ESSEC Paris, EGE, EDC Paris
Ø Specific expertise in Industry
§ Previous Managing Director Asia at EDELCOM (subsidiary
of Citelum Group : EDF-Veolia)
§ Previous Export Manager at BWT
§ Previous APAC Area Manager at CATU (Legrand / Sicame
Group
§ M&A Consulting : VINCI, EGIS, SOCOTEC, M+W Group, etc.

18. 18
P R I V A T E & C O N F I D E N T I A L
TRACK RECORD OF OUR EXPERTS’ NETWORK
Click on the logos to access the website.

19. 19
P R I V A T E & C O N F I D E N T I A L
BUY-SIDE BEST PRACTICES [1/2]
DEFINE clear & ambitious strategies for yourself & the potential
target: analyse value creation through cross-selling (integration
of a new activity, a new country, customer portfolio, etc.)
1
2
BE PROACTIVE to approach actionable targets with which
there is a cultural and business "Fit" to ensure value creation
3
TIME is the essence: giving rhythm by respecting the steps of a
structured M&A process
4
COMMUNICATION: take the time to explain each stage of the
process and take the time to ensure a possible deal before
moving to the closing (SPA)
1
2
3
4

20. 20
P R I V A T E & C O N F I D E N T I A L
OPTIMIZE the structuring (earn-out) which allows to
align the interests regarding valuation
5
THINK about the forward value by working on a joint
business model on which the seller could commit
6
ANTICIPATE tax and legal issues (shareholders' agreement)
7
ANTICIPATE the cultural differences (cross border)
8
BUY-SIDE BEST PRACTICES [2/2]

21. 21
P R I V A T E & C O N F I D E N T I A L
OUR BUY-SIDE METHODOLOGY
Option: Preparation of a "Long-List" of
potential targets in the targeted sector
and geographical area and ranking them
in order of interest and according to M&A
criteria (sales, EBITDA, etc.)
Initiate contact between GEREJE and the
target(s) (without giving the name of the
client) to validate their actionability
Meeting between GEREJE and the client
to select a short list of targets to be
approached in phase 2
Assist our client in the final Due
Diligence
Optimize the discussions between all
involved parties: legal, audit,
accounting…
Advise on the best strategy and tactic
for final negotiations with the target(s)
until closing.
Assist in the drafting & proof-reading of
final contracts.
Drafting & negotiation of a Letter of
Intent (LOI)
Management of client’s questions &
requests (Q&A)
Optimize the negotiations with the
target
Advise on the best structuring (equity /
debt / mix) in the interest of the
shareholders
Option : Preparation of a strategic and
financial note (detailed profile of the
target) for the client
Signing of the Letter of Intent (LOI)
Signing of a Reciprocal Confidentiality
Agreement (RCA).
Meeting between the target and the client
to confirm the strategic fit and the mutual
willingness to enter negotiations
Phase 1 – 1 to 3 months
Market Screening & Preliminary
Approach
Phase 2 – 4 to 9 months
Maximization of Negotiations –
Signing of LOI
Phase 3 – 2 to 4 months
Final DD – Offer – Optimization of the
Closing

22. 22
P R I V A T E & C O N F I D E N T I A L
OUR TAILOR-MADE FUNDRAISING & SELL-SIDE PROCESS
Phase 1 – 1 to 2 months
Preparation phase
Financial analysis (past results and
business plan)
Analysis of possible structuring schemes
(equity/debt/mix)
Set-up of an electronic dataroom
Blind Teaser online on our web
platform
In order to optimize the process, it is essential to prepare the project seriously, explain the use of the
funds and demonstrate the positive impact on turnover and margins
Phase 2 – 2 to 8 months
Selection, teasing and approach of
investors - Maximization of
negotiations
Identification of candidates (”long list”)
Checking of candidates’ seriousness, e-
NDA signing, transmission of
documents
Management and optimization of
negotiations with the most serious
candidates
Phase 3 – 1 to 2 months
Closing optimization
Optimize the discussions between all
involved parties, in particular, legal &
audit advisors of both parties
Supervision of financial audits (option)
Advise on strategy and tactics for final
negotiations
Prepare a Strategic & Financial Note for
investors
Negotiation and signature of the Letter
of Intent (LOI), including all the key
terms of the deal
Transition to phase 2 after mutual consent
Valuation report for business owner(s)
Approach of candidates with a 100%
digitalized process
Set-up of a calendar & deadlines
Advise on the different structuring
schemes (earn out) and final review of
the documents in a M&A point of view
Prepare the executive managers for the
negotiations with the investors in Phase 2

23. 23
P R I V A T E & C O N F I D E N T I A L
OUR TAILOR-MADE FUNDRAISING & SELL-SIDE PROCESS
Phase 1 – 1 to 2 months
Preparation phase
Financial analysis (past results and
business plan)
Analysis of possible structuring schemes
(equity/debt/mix)
Set-up of an electronic dataroom
Blind Teaser online on our web
platform
In order to optimize the process, it is essential to prepare the project seriously, explain the use of the
funds and demonstrate the positive impact on turnover and margins
Phase 2 – 2 to 6 months
Selection, teasing and approach of
investors - Maximization of
negotiations
Identification of candidates (”long list”)
Checking of candidates’ seriousness, e-
NDA signing, transmission of
documents
Management and optimization of
negotiations with a ”short list” of
qualified candidates
Phase 3 – 1 to 2 months
Closing optimization
Optimize the discussions between all
involved parties, in particular, legal &
audit advisors of both parties
Supervision of financial audits (option)
Advise on strategy and tactics for final
negotiations
Prepare a Strategic & Financial Note for
investors
Negotiation and signature of the Letter
of Intent (LOI), including all the key
terms of the deal
Transition to phase 2 after mutual consent
Valuation report for business owner(s)
Approach of candidates with a 100%
digitalized process
Set-up of a calendar & deadlines
Advise on the different structuring
schemes (earn out) and final review of
the documents in a M&A point of view
Prepare the executive managers for the
negotiations with the investors in Phase 2

24. 24
P R I V A T E & C O N F I D E N T I A L
DIFFERENT TYPE OF INVESTORS
Strategic and financial investors have different investment criteria and objectives involving
different sales strategies and structuring scenarios themselves
• Strategic investors are often competitors, suppliers or customers of the target.
• Their objective is to identify companies whose products or services can be integrated in synergy with their
existing portfolio or gain market share, in order to create long-term value for their shareholders.
• The main driver of the acquisition is strategic (vs. rapid return on investment). These buyers may also be
unconnected to the target and seek to expand in its market to diversify their revenue sources.
Strategic
investors
• Financial investors/buyers include private equity firms, hedge funds, family offices ...
• These players make investments in companies and achieve a return on investment within 5-7 years with a
sale or IPO.
• Some Family Offices have an unlimited time horizon and can invest large sums of money to support the
growth of the business at all stages of its development.
Financial
investors
These buyers have fundamentally different objectives, so the way they will approach
the activities of the targets in an M&A process will differ considerably.

25. 25
P R I V A T E & C O N F I D E N T I A L
OUR FINANCIAL STRUCTURING EXPERTISE
COMPANY
1 –
Total sale
3 – Deal with
a financial
partner**
2 – Earn-out*
*Asset deal, Carve
out are not taken
into consideration
*Earn-Out
Earn out refers to a pricing structure where the sellers must “earn” part of the purchase price, based
on the performance of the business following the acquisition.
• Periods range: Usually from 1 to 4 years
• Structuring: Release of funds based on milestones reached during the support period or at its end
(Financial Target or Non-Financial Target such as Product Development, FDA Approval…)
• Advantage for the seller: Opportunity to benefit from synergies = higher selling price based on BP
achievement.
**Deal with a financial partner OBO/MBO
OBO (Owner Buyout) and MBO (Management Buyout) are forms of acquisition where a company’s
existing managers sell a large part or all of the company with the support of external financial
players (Banks, Private Equity)
• Structuring scenario:
Initial situation
Post OBO/MBO situation
Owners
100%
Company
Holding
Team Owners
Y% (100-X%-Y%) X%
Bank
100%
Company
PE
We leverage our expertise in financial structuring to align all parties

26. ABOUT GEREJE
CORPORATE
FINANCE
III

27. 27
P R I V A T E & C O N F I D E N T I A L
In the 13th century, the Emperor Kublai Khan awarded
Marco Polo a gold tablet in the form of a long piece of
currency named « GEREGE » along with a password,
which ensured numerous privileges to the beholder.
With this golden passport, Marco Polo obtained all
necessary protections, supplies and assistance which
included horses, food and equipment for his safe return to
Venice accompanied by his immense fortune.
The GEREJE, first diplomatic passport,
ensuring safe and secure cross border
transactions, is a powerful symbol
matching perfectly our mission and goals
GEREJE team members share a common
passion in dealing with cross border
transactions and are united around the
GEREJE symbol reflecting our mind set as
well as our working philosophy.
THE “GEREJE” PHILOSOPHY

28. 28
P R I V A T E & C O N F I D E N T I A L
OUR WORLDWIDE REACH
We are an independent M&A firm with an “entrepreneurial” culture, providing both strategic and financial advisory services,
composed of a multidisciplinary team based between Europe & Asia
Our Corporate Film
EUROPE
§ Paris
§ Lyon
§ Geneva
§ Nantes
§ Vienna
§ Lisbon
§ Munich
§ Zurich
ASIA
§ Singapore
§ Bangkok
EUROPE
MIDDLE
EAST
ASIE

29. 29
P R I V A T E & C O N F I D E N T I A L
EXECUTION TEAM ENSURING THE QUALITY OF THE DOCUMENTS
Hugo MONNET
M&A Vice President, Lyon
Fabrice LOMBARDO
Founder & CEO
Antoine ALEMANY
Partner, Lisbon
Laurent GOBINET
Partner, Nantes
Clarisse SUN
M&A Associate, Paris
Hugo NAOUR
M&A Analyst, Paris
Hannah DERENBACH
M&A Associate, Paris
Att ASAVANUND
Partner MFO, Bangkok
Nicolai PREUSSNER
Partner NP CF, Zurich
En partenariat En partenariat

30. 30
P R I V A T E & C O N F I D E N T I A L
Bertrand LAM
Senior advisor, Singapore
Servais MICOLOT
Senior Advisor, Geneva
François LAURENT
Senior Advisor, Paris / HK
Arnaud BEASSE
Senior Advisor, Vienna
Maurice LAM
Executive Director, Singapore
Jeff CZELUSTA
M&A Director, Munich
Olivier JOB
Senior Advisor, Lyon
SENIORS BRINGING SECTOR & GEOGRAPHIC EXPERTISES

31. 31
P R I V A T E & C O N F I D E N T I A L
OUR SYNERGETIC SERVICES OFFERING
The quality of our services relies in
our 100% in-house team enabling us
to manage the entire transaction
process, thereby ensuring efficiency,
confidentiality and tangible results
• Buy mandate / Acquisition / Joint-Ventures: Optimising
external cross-border expansion strategies
• Partial or Total Sell mandate: Managing and Optimising a
sell process, leveraging on our structuring experience,
valuation expertise & international network to maximize
the transaction price. Leveraging on every structuring &
financials tools to align the interests of all parties
In order to optimize the process, it is essential to prepare the
project seriously, explain the use of the funds and demonstrate
the positive impact on turnover and margin
M&A : Buy-side & Sell-Side Growth Capital > 5 M€
Fundraising– Club Deal
• Identifying the growth axis (organic, external, digital
& ESG) and how to optimize the financing
• Obtaining Grants/Subsidies/Debt financing
• Opening new markets through sales contracts
(distribution, franchises, …)
Business Consulting –
Strategic & Financial advisory

32. 32
P R I V A T E & C O N F I D E N T I A L
OUR PROVEN METHODOLOGY
GEREJE is recognized for the quality of its documents (strategic & financial analysis) based on personalized
execution, enhanced by a multidisciplinary team acting under one hat !
Execution
Excellence
Each assignment is managed by
one Team leader to optimize the process
We rely on our own proprietary
research
Our mandates are on an exclusivity basis
only, including fixed and success fee
Our mandates are tailor-made
We manage 100% of the Transaction
coordinating the process
We deliver regular reports to optimize
the momentum
Our digital platform allows us to have constant
access to all the necessary information

33. 33
P R I V A T E & C O N F I D E N T I A L
OUR RECENT TRACK RECORD
With a total of 78 closings between 2016 and 2021, GEREJE is N1 or N2 M&A firm for SMICAP for the past 5
years in the Advisory Fusacq ranking – Corporate banking fundraising rankings in France.
2021 – Acquisition –€50m Sales 2021 – Joint Venture
2021 – Debt Financing: €2.5m 2019-20 – Capital Injection: €6m 2019 – Sell: €55m 2018 – Sell: €7m
Target:
Learn more
Target:
Learn more
Investors:
Learn more
Crowdfunding:
Investors:
Learn more
Investors :
Learn more
Acquirer:
Learn more
Groupe
AMIQUAR
2021 – Acquisition – €10m Sales
Target:
Learn more
2021 – Fundraising: €7m
Investors:
Learn more

34. 34
P R I V A T E & C O N F I D E N T I A L
OUR REFERENCES– SMID & LARGE CAP
Click on the logo to access the website.

35. 35
P R I V A T E & C O N F I D E N T I A L
OUR STRONG NETWORK OF PARTNERS
Our solid network of partners in Europe and Asia enable us to get qualified, updated information in order to
accompany our clients and create value.
EUROPE
Access to +1,100 Family Offices
+150 banks & private bankers
+100 law firms
ASIA
Access to +700 Family Offices
+200 banks & private bankers
+150 law firms
Partnership signed with Business France (website) in 2021
Coverage of 110 countries, offering a direct access to
international investors

36. 36
P R I V A T E & C O N F I D E N T I A L
TESTIMONIES
In this complicated economic
environment, the support and
involvement of the GEREJE teams
were key to the success of the
project.
Mr. François-
Denis POITRINAL
Founder & CEO
Thank you for the excellent work
done by the GEREJE team.
Mr. Kaci KÉBAÏLI
Founder & Chairman
In this complicated economic context,
the support and involvement of the
GEREJE teams were key elements in
the success of the operation
Mr. Guillaume
RAGUET
CEO
*click on a logo to access the website
GEREJE's efficiency and discipline,
as well as the fluidity of our
exchanges, have been essential to
the successful financing of the
LAPSA group's R&D projects!
Mme. Maroua BEN
MARZOUK
Chargée d’affaires
Entreprises

37. 37
P R I V A T E & C O N F I D E N T I A L
Articles
Surveys
Gifas - Airbus prévoit un doublement de la flotte mondiale d'avions
Gifas - Entretien avec Guillaume Faury qui prévoit une reprise de la demande de gros-porteurs
Le Figaro - Airbus réorganise son activité de cybersécurité
Gifas - Safran a fait du site de Toulouse son centre d'excellence de la pile à combustible hydrogène depuis 2019
Gifas - Airbus anticipe des livraisons mondiales de près de 39 500 avions neufs d'ici 2041
Kearney - A bird’s eye view: opportunities in aerospace and defense M&A
McKinsey & Company - How airlines can chart a path to zero-carbon flying
KPMG - The Aviation Industry Leaders Report 2022
Bain & Company - Aerospace and defense M&A report 2023
KPMG - Mergers & Acquisitions help transform Aerospace & Defense
PwC - Aerospace and defense: US Deals 2023 outlook

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39. More information at:
www.gerejecorpfinance.com