Professional Documents
Culture Documents
Authors
Philip Borel, Editor in Chief Amanda Janis, Editor, PrivateEquityOnline.com Oliver Gordey, Partner, Adams Street Partners Jason Gull, Partner, Adams Street Parterns
1. Introduction
The secondary market has long lost the stigma of providing liquidity solutions only to the most desperate.
With private equitys spectacular growth in recent years has come similar expansion in the secondary market of the asset class as well. Small, nascent and with limited credibility among investors until just a few years ago, the secondary market has become a large, well-diversified segment of the private equity business in its own right. Not only has it grown in size: according to a recent survey by Cogent Partners, a secondary advisory specialist, dedicated secondary funds currently have some $32 billion of investable capital at their disposal; an additional $27 billion is expected to be raised this year. In absolute terms, these numbers may still seem small, given that total private equity assets under management globally exceed $1 trillion. However, never before have secondary funds had this much capital available for deployment evidence that as an investment strategy, private equity secondaries have come of age.
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The fact that a viable route to liquidity before maturity is available to LPs has done much to enhance private equitys status as an asset class. Available Secondary Capital
A recent survey by Cogent Partners found that the leading traditional secondary buyers have approximately $32 billion available to deploy and will be raising an additional $27 billion in 2009. While this seems like sufficient capital, the massive supply in the market still outweighs buyers current abilities to deploy, pushing down prices further. This may reverse as new capital is raised in 2009.
$80 $70
Amount ($ billions)
$60 $50 $40 $30 $20 $10 $0 Traditional buyers dry powder Traditional buyers 2009 fundraise $32 $27
$6
$65
Non-traditional capital
Total
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Traditionally, rebalancing occurred only through adjustments to new commitments. However, times have changed due to a well capitalised and burgeoning secondary market with experienced buyers and sellers.
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Number of alternative investment programmes > $750 million, 2001 and 2006 (by size)
80
72
70
>$7.5 billion $6.75 billion$7.5 billion $6.0 billion$6.75 billion $5.25 billion$6.0 billion $4.5 billion$5.25 billion $3.75 billion$4.5 billion $3.0 billion$3.75 billion $2.25 billion$3.0 billion $1.5 billion$2.25 billion $750 million$1.5 billion
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1
60
3 3
1 0
50
40
37
2 2 1 1 0
30
4 4
14
20
5 7
10
11
23
2001
Year
2006
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Many prospective sellers are particularly sensitive to protecting their reputations because they would like to ensure that a secondary sale will not limit their future access to top quartile funds.
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Transaction structure
Another important consideration when evaluating portfolio rebalancing options is the structure of a potential transaction. The structure of any particular transaction is completely dependent upon the objectives that a portfolio manager has in pursuing the transaction. For example, a portfolio manager may want to reduce its private equity exposure while optimising price in a sale. However, this institution may not be as concerned about when it receives sales proceeds. As such, the portfolio manager may offer to receive deferred payments in order to reach a higher purchase price. In another scenario, the portfolio manager may want to reduce their overall private equity exposure but want to maintain relationships with the GPs. As such, the portfolio manager may offer to sell a strip of their entire portfolio, for example selling a 25 percent interest in a basket of fund interests, thereby maintaining relationships and sub-class weightings, but reducing exposure overall. Alternatively, a portfolio manager may want to sell down their portfolio but is concerned about the headline risk of a subsequent large winner in the portfolio that they did not know about. The transaction could be structured such that the buyer shares a portion of all proceeds after it has received back two times its invested capital. There are many ways a transaction can be structure to meet individual institutional objectives beyond a straight sale of assets.
The motives and the allocation strategy usually determine the packaging options. The portfolio manager needs to determine if they want to package a portfolio by vintage year, sub-asset class, geography or quality of manager.
Transaction process
As important as the transaction structure is the transaction process. Portfolio managers often have specific needs or objectives when it comes to designing the right process. Some portfolio managers are severely short-staffed and need to completely outsource the transaction process to an intermediary. Other portfolio managers may be quite familiar with the secondary market and their own portfolio, so comfortable inviting a tight group of pre-qualified bidders. Some portfolio managers may need to document for specific internal purposes that they ran a wide auction; others want to balance resources allocated to the sales process with very small incremental gains in purchase price or terms. Some portfolio managers may be highly concerned with confidentiality while others are most concerned about their reputation with the GPs of the funds sold. There is not a correct or incorrect process; it depends upon the facts and circumstances of the situation. Specifically on the subject of auctions, the advantage of a large auction process is that in theory an auction is more competitive and should therefore produce the highest possible bid. However, the disadvantages of an auction are often a long drawn out and unwieldy process with a large number of thrown-in bids and a complete loss of confidentiality. Furthermore, a carefully selected group of buyers can achieve the same pricing result with less effort and a more discreet process. Large auction processes may actually discourage the buyers most qualified to bid on assets due to low probability of closure in relation to the resources required to bid aggressively.
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GP relationship management
The management of the GP relationship is crucial during a secondary sale since the LP is very dependent on the goodwill of the GP in order to achieve the best outcome. The GP needs to give consent to most transfers and they have learned to use the secondary sale process as an opportunity to manage and improve their investor base. Working with the GPs to identify the best suited buyers for the assets is an important part of an effective secondary sale process, preserving the relationship with the GPs and achieving a better price. Additionally, the cooperation of the GPs during the sale process is crucial for the prospective buyers to obtain the best available information on a given portfolio. In general, private company information is sparse and therefore, secondary buyers rely heavily on the information provided by the GPs. It is fair to assume that the more transparent the information, the better the price for the secondary transaction as buyers are not pricing in additional uncertainty. Furthermore, the private equity industry is still restrictive in its access to the best funds. Selling an interest in a private equity fund may mean that the LP loses access to future funds by that GP. Therefore, it is very important that the LP communicates clearly the motives in order not to lose access to strong fund performers.
Conclusion
The maturation of a growing number of institutional investor private equity portfolios, the emergence of increasingly large private equity allocations and the greater sophistication of the secondary market have created an environment where investors can utilise the secondary market as an efficient way to rebalance and actively manage their private equity portfolios. In the past two to three years, especially in the US, we have seen a large increase in portfolios sold on the secondary market coming from long-term, committed private equity investors, principally pension plans and endowments. In the past, large portfolio sales occurred principally during economic downturns and/or from institutions who withdrew completely from investing in private equity. The current competitive pricing environment facilitates and motivates portfolio managers to apply similar active portfolio management techniques in their private equity portfolios as they would in their marketable securities portfolios. As such, we observe that rebalancing and actively managing portfolios through a secondary sale has become an integral part of the portfolio management process of many mature institutional private equity programmes. Therefore, active portfolio management will remain a sustainable trend and will continue to be an important segment of the private equity secondary market.
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Valuation issues
All of this may sound as though buyers of secondaries are shooting fish in a barrel. But they are not. Dedicated secondaries funds are facing a host of challenges of their own. None of them are trivial, or easily overcome. There is, first of all, the fact that secondaries funds, just like any other type of private equity investor, are having to live with the consequences of their pre-crisis actions. Secondaries funds that invested all the way through the credit boom, and especially those that used leverage to boost returns, are now sitting on asset portfolios whose valuations have dropped sharply in recent months. Unlike the GPs of the underlying funds, there is little a secondary investor can do to actively manage holdings back to stability. All they can do is hope that they purchased the assets cheaply enough. However, with valuations expected to fall further in the coming months, what was bought at a discount a year ago may suddenly look expensive. We paid how much for this? is a question many secondaries managers are being asked by their credit committees right now. People have lost credibility in the past year, says one market insider. Secondly, raising new secondaries funds in order to take full advantage of the expected sell-off is no picnic. Of course institutions recognise the appeal of the secondaries strategy in todays environment. To a professional investor, the logic of buying good assets cheaply, perhaps very cheaply from owners in distress, is not rocket science. Demand is pretty strong. Investor appetite is big at the moment for secondaries, notes Hanspeter Bader, head of private equity at Unigestion in Geneva. However, secondaries funds are raising their capital from many of the same institutions that are now keen to sell, and although many of them may be interested, they simply may not have the capital to invest.
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Timing is crucial
The third complication facing secondaries funds takes the discussion back to the issue of valuation. Vendors may feel that asset prices currently on offer undervalue their holdings; potential buyers on the other hand will look at the same assets and describe the pricing as still expensive. Youd be mad to jump in right now, says a manager at a European secondaries fund. Prospective buyers are waiting for further NAV write-downs to come through in the year-end valuation reports of the underlying funds. Until that happens, buyers will remain cautious. If youre pricing off the June or September 2008 numbers, you have to take into account that theres going to be mark-downs at year-end, says Wolak. The question is what the real discount is once you have a true mark.
Groen: smaller discounts will help vendors
Clarity on the real discount will enable buyers to fine-tune their pricing and ultimately pay less for funds. We believe that absolute pricing, not discounts, will get even cheaper over the next 12 months, says Bader at Unigestion. It is not just the buyers who are waiting for valuations to come down. Somewhat paradoxically, vendors are also expected to be feeling better about doing deals once the 2008 NAV adjustments are fully priced in. Explains Marleen Groen, chief executive of London-headquartered secondaries firm Greenpark Capital: Sellers are very much inclined to wait until valuations have been adjusted at least somewhat to then be able to sell at a perceived smaller discount. The absolute pricing might be the same, but the discount will look smaller and hence more acceptable. If these predictions turn out to be accurate, secondary trading activity is likely to set a new record this year. However, those expecting a vast jump on the completed transactions in 2008 estimated to range between $12 billion and $30 billion may possibly end up disappointed. One adviser interviewed for this article suggested 2009 could deliver as much as $50 billion of completed purchases: We think market volume will move but probably not too much, in part because prices will have come down. In other words, the market wont be big enough to enable all vendors to achieve their objectives fully. Another market source says: Last year LPs were selling tactically, to reduce the number of fund relationships from the top down; todays investors in distress and those with liquidity problems are hoping to take as much money off the table as possible. Theyre asking, what can I sell? Not as much as many LPs would like, appears to be the answer. There is just not enough buying power in the market, a problem which in the short term only a sharp increase of secondaries funds raised could ease. But such an increase would only be possible if LPs werent as capital-constrained as they are in which case there wouldnt be as much capital for secondaries needed in the first place. Nevertheless, as soon as bid-offer spreads come closer into line this spring, secondaries trading will pick up. It will be the beginning of yet another fascinating stage of private equitys evolution, one that will make big changes to who owns what in the asset class.
Philip Borel is the Editor-in-Chief of PEI. Amanda Janis is the editor of PEIs global news website www.PrivateEquityOnline.com.
Todays investors with liquidity problems are hoping to take as much money off the table as possible. Theyre asking, what can I sell?
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This strictly off the record forum will provide an opportunity to learn more about:
Strategic considerations in managing your mature private equity portfolio Timing the next entry point for private equity investments Evolving performance dynamics for the primary and secondary market The rise of the secondary direct opportunity Evaluating secondaries funds in the market Valuation and pricing methodologies
Be a part of The PEI Active Portfolio Management Forum that will take place in New York on May 20-21st. It is the first event of its kind an educational, insightful view on the tools and strategies needed to effectively manage a meaningful long term private equity investment program. Confirmed speakers include:
Christopher Kojima, Managing Director & Co-Head, Alternative Investments & Manager Selection, Goldman, Sachs & Co
Supporting Association:
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A Private Equity International Conference