Timo Schmid
Partner & Associate Director, Corporate Finance
Melbourne
Timo Schmid rejoined Boston Consulting Group in January 2016 after spending more than four years in the corporate M&A team of Wesfarmers in Australia. He is a core member of the Corporate Development practice and the BCG Transaction Center; he is also a member of BCG's Industrial Goods and Consumer practices.
At BCG, Timo focuses on corporate transaction-related work—mostly divestiture and buy-side M&A activities for corporate clients and financial sponsors.
Timo's recent project experience includes supporting a takeover process targeting a publicly listed industrial company; leading a spin-off of a retail division into a joint venture; managing the end-to-end divestment process of a portfolio company in the chemical sector; evaluating a growth acquisition opportunity for an industrial goods client; and advising a client business unit M&A team in the acquisition of an adjacent health care target.
Prior to joining BCG, Timo worked at Siemens as a consultant.
The PE market is growing—and changing—faster¬ in the APAC region than elsewhere. To succeed in this dynamic environment, firms must focus on five key priorities.
By following a few guidelines, smart acquirers can still create value in the region.
Companies that sell only existing shares enjoy higher total shareholder returns than those attempting to raise fresh funding—across multiple time horizons.
Activist-led deals can be highly effective in creating value—but they’re also highly public. Companies need to prepare before they become the target of a campaign.
Dealmakers seeking to convince their board and shareholders that an acquisition creates value have a clear imperative: prove that synergies justify a high valuation.
Buyers are losing ground in the battle for synergies, as sellers’ shareholders capture a growing share of the estimated value when a deal is announced.
Boards need to know whether anticipated synergies are realistic, the time frame and approach to realize them, and how to communicate them to the market.
Some factors generally regarded as important, such as timing and the number of underwriters, appear to have little or no influence on the IPO valuation.
Investors rewarded dealmakers again in 2017, pushing acquirers’ stocks higher for a fifth-straight year. But with rising multiples and fewer appealing targets, total deal value keeps falling.
There is plenty to do before the CEO of a newly public company can ring the bell. The key to minimizing the risks of underperformance is to get the preparation right.
