ROE = Net Profit Margin x Asset Turnover x Equity Multiplier

Extended (5-Factor):
ROE = (EBIT/Sales) x (Sales/Assets) x (Assets/Equity) x (EBT/EBIT) x (NI/EBT)
    = Operating Margin x Asset Turnover x Leverage x Interest Burden x Tax Burden

FREE CASH FLOW (FCF):
Operating Cash Flow
- Capital Expenditures
= Free Cash Flow

UNLEVERED FREE CASH FLOW (for valuation):
EBIT
x (1 - Tax Rate)
= NOPAT
+ Depreciation & Amortization
- Change in Working Capital
- Capital Expenditures
= Unlevered Free Cash Flow

LEVERED FREE CASH FLOW:
Unlevered FCF
- Interest Expense x (1 - Tax Rate)
- Mandatory Debt Repayments
+ Net Borrowing
= Levered Free Cash Flow

ENTERPRISE VALUE:
         T    UFCFt           Terminal Value
EV = Σ  ───────────  +  ─────────────────────
        t=1 (1+WACC)^t      (1+WACC)^T

TERMINAL VALUE (Perpetuity Growth):
                  UFCF(T+1)
Terminal Value = ───────────
                 WACC - g

TERMINAL VALUE (Exit Multiple):
Terminal Value = EBITDA(T) x Exit Multiple

EQUITY VALUE:
Equity Value = Enterprise Value - Net Debt + Cash

TRADING MULTIPLES:
- EV/Revenue
- EV/EBITDA
- EV/EBIT
- P/E
- P/B

SELECTION CRITERIA:
1. Industry/sector alignment
2. Size (revenue, market cap)
3. Growth profile
4. Profitability profile
5. Geographic exposure
6. Capital structure

ADJUSTMENTS:
- Control premium (20-30% for acquisition)
- Liquidity discount (10-30% for private)
- Size discount (10-20% for smaller)

TRANSACTION MULTIPLES:
- EV/LTM Revenue
- EV/LTM EBITDA
- EV/NTM EBITDA
- Transaction Premium to unaffected price

ADJUSTMENTS:
- Market conditions at time of deal
- Strategic vs. financial buyer
- Competitive auction vs. negotiated
- Synergy assumptions baked in

METHODOLOGY:
1. Identify distinct business segments
2. Value each segment independently
3. Apply segment-specific multiples/DCF
4. Sum segment values
5. Subtract corporate costs (capitalized)
6. Adjust for holding company discount (10-20%)

CONGLOMERATE DISCOUNT FACTORS:
- Complexity premium demanded by investors
- Capital allocation inefficiencies
- Management distraction
- Lack of pure-play comparables

SOURCES & USES:
Sources:
- Senior Debt (Term Loan A/B)
- Subordinated Debt (Mezz, High Yield)
- Equity Contribution

Uses:
- Purchase Price
- Refinance Existing Debt
- Transaction Fees
- Cash to Balance Sheet

KEY METRICS:
- Entry Multiple: EV / LTM EBITDA
- Exit Multiple: Assumed sale multiple
- Equity IRR: Target 20-25%+
- Cash-on-Cash: 2.0-3.0x in 5 years
- MOIC: Multiple of Invested Capital

                        % of Total Returns (typical)
EBITDA Growth           40-50%
- Revenue growth
- Margin improvement

Multiple Expansion      20-30%
- Market timing
- Operational improvement
- Strategic repositioning

Debt Paydown           20-30%
- Cash flow generation
- Working capital improvement

STANDALONE EPS (Acquirer):
Net Income / Shares Outstanding = EPS

PRO FORMA EPS:
(Combined Net Income - Synergies + Interest Cost) / New Shares = PF EPS

ACCRETION/(DILUTION):
(PF EPS - Standalone EPS) / Standalone EPS = %

BREAKEVEN SYNERGIES:
Synergies needed to make deal EPS neutral

CONSIDERATION:
- Cash: Immediate value, tax implications
- Stock: Alignment, dilution, tax deferral
- Mixed: Balance of above

FINANCING:
- Debt capacity analysis
- Credit rating implications
- Optimal capital structure
- Bridge financing needs

1. MAINTAIN CORE BUSINESS
   - Maintenance CapEx
   - Working capital
   - Required debt service

2. INVEST IN GROWTH
   - Growth CapEx (> WACC hurdle)
   - M&A (strategic fit + returns)
   - R&D / Innovation

3. RETURN TO SHAREHOLDERS
   - Dividends (sustainable payout)
   - Share repurchases (below intrinsic value)

4. BUILD FLEXIBILITY
   - Cash reserves
   - Debt capacity
   - Strategic optionality

VALUE CREATION:
ROIC > WACC → Value creating
ROIC = WACC → Value neutral
ROIC < WACC → Value destroying

ECONOMIC PROFIT:
Economic Profit = (ROIC - WACC) x Invested Capital

SPREAD ANALYSIS:
Track ROIC-WACC spread over time
Target: Positive and expanding spread

CASH CONVERSION CYCLE:
CCC = DSO + DIO - DPO

DSO (Days Sales Outstanding) = AR / (Revenue/365)
DIO (Days Inventory Outstanding) = Inventory / (COGS/365)
DPO (Days Payable Outstanding) = AP / (COGS/365)

OPTIMIZATION LEVERS:
- Accelerate collections (DSO reduction)
- Improve inventory turns (DIO reduction)
- Extend payment terms (DPO increase)
- Supply chain financing

OPTIMAL CAPITAL STRUCTURE:
Balance:
- Tax shield benefits of debt
- Bankruptcy/distress costs
- Financial flexibility
- Credit rating implications

CREDIT METRICS TARGETS:
Investment Grade:
- Debt/EBITDA: 2-3x
- Interest Coverage: > 5x
- FFO/Debt: > 30%

High Yield:
- Debt/EBITDA: 4-6x
- Interest Coverage: > 2x
- FFO/Debt: 15-25%

KEY COMPONENTS:
1. Prepared remarks (10-15 min)
   - Financial highlights
   - Operational performance
   - Strategic updates
   - Guidance

2. Q&A preparation
   - Anticipated questions
   - Approved responses
   - Escalation protocols

3. Supplemental materials
   - Earnings release
   - Investor presentation
   - Financial supplement

FREQUENCY: Monthly or Quarterly
HORIZON: 12-18 months rolling

COMPONENTS:
- Revenue by segment/product
- Gross margin drivers
- Operating expense detail
- Working capital assumptions
- CapEx plan
- Cash flow projection

VARIANCE ANALYSIS:
- Budget vs. Actual
- Prior forecast vs. Current
- Volume vs. Price vs. Mix