Piper Jaffray to Acquire Simmons & Co. - Thoughts?

Title says it all, link inside post:

Piper Jaffray Cos., the investment bank founded in 1895, agreed to buy Simmons & Co. for dealmaking in the energy industry.
Piper Jaffray will add more than 170 professionals offering merger-and-acquisition advice, equity research and sales and trading, the Minneapolis-based company said Tuesday in a statement. The buyer will pay $139 million, with $91 million in cash and the rest in restricted stock, according to the statement. Piper Jaffray committed an additional $21 million to retain staff.

“Energy continues to be a dynamic and growing market,” Chief Executive Officer Andrew S. Duff said in a conference call Tuesday. “We recognize that we’re stepping into a difficult part of the cycle, but the long-term prospects and fit is very appealing to us.”

http://www.bloomberg.com/news/articles/2015-11-17/piper-jaffray-to-acqu…

 

seems to me like it's a big win for PJC and Simmons partners.

PJC gets: - energy exposure (currently no energy coverage) - ability to acquire an energy focused bank when the industry is hurting (and therefore firms who focus exclusively on the hurting industry are also hurting) - major upside when energy recovers and SCI can get more deals, especially in capital markets

SCI gets: - ECM, DCM, private capital raising platform - SCI is traditionally weak on energy offerings (only co-manage roles due to lack of balance sheet) and we all know that capital markets makes moolah - partners get to cash out some now with liquid currency - who knows when they would ever realize their SCI holdings - unsure if this is a last resort deal or if it was totally unsolicited, but could be a lifeline due to lack of deal activity

culture wise, doesn't seem like much will change. SCI will run as SCI, just with PJC as majority shareholder instead of individuals. junior team may have to learn how to do capital markets offerings in addition to M&A, but who cares about junior resources?

 

Is it true in most acquisitions and mergers, there's a fair amount of employee attrition (through termination and voluntary)?

What's an industry wide average for this? I know it's extremely dependent on deal size, amount of integration, terms of the deal, etc, but just as an idea or number to talk about with business friends and human capital guys, what percentage of employees are normally no longer at the 'new' company.

"It is better to have a friendship based on business, than a business based on friendship." - Rockefeller. "Live fast, die hard. Leave a good looking body." - Navy SEAL
 

During this transition who handles the integration of human capital? I know these types of companies probably don't have a huge HR department or CHRO, so do they use outside counsel or is it just a run with it kind of thing? I'm asking because I have a huge love of human capital/resources, culture, talent, etc and wanted to learn more about it.

"It is better to have a friendship based on business, than a business based on friendship." - Rockefeller. "Live fast, die hard. Leave a good looking body." - Navy SEAL
 
Best Response
Leveraged Sellout:
“I work for a boutique investment bank,” responded Todd cockily, smirking and now pulling up his pants over his temporarily retreated beer-gut, illustrating that this was one of those hardcore New York male-anorexia and exercise weeks. He would be spilling out of pants next week no problem after this weekend’s depression-gorge.

“Oh I see.” replied Prescott as if the pieces had started to fall together. “I work in finance too. I work at Goldman Sachs,” replied Prescott, suppressing the urge to rip Todd’s to bits. He had just put together Todd’s life story:

Todd grew up in a wealthy family in upstate New York or Connecticut, went to a state school (Tufts/Northwestern included) or tier-two Ivy like Cornell or PENN where he was a 3.0-3.3 GPA econ major and borderline drug addict. Nearing graduation, he incessantly tried to interview with every bank on The Street, cold calling the ones that didn’t even respond to his pathetic resume, and then botched the few interviews he actually managed to get by forgetting the impact of goodwill on net income. Finally, dear daddy the saviour swooped in and landed Toddkins a position at aforementioned “boutique,” where he has since toiled obsequiously under the tutelage of has-been DLJ washouts.

Todd paused and collected himself. “Yeah, I mean, I just really wanted to be closer to the deals, you know. Get more exposure.”

“Yes, of course. Very understandable,” replied Prescott, feigning belief and interest. He told himself he was above mocking his feeble conversation partner, but he could not resist. “So, done any big mergers lately? I hear Joe’s Deli bought a liquor store in The Bronx.” Prescott snickered.

Todd instantaneously turned fire red. The chip on his shoulder was throbbing so hard it was actually starting to appear as a translucent mass. “F*ck you man. We just did a huge IPO of this trucking company in Ohio!” retorted Todd angrily, instantaneously realizing the idiocy of his statement. He muttered something, fumbling to recover, and then finally got out, “Well, I work really closely with our partners who have great connections in the industry!”

Prescott just shook his head in disbelief. Here was a perfectly good factory worker trying to live outside his “position.” What a shame. “Todd,” Prescott said calmly. “I’m going to refrain from further ruining your few hours away from the testosterone-driven madhouse you call work. Actually, I think I hear your out of date, boxy Blackberry going off right now. That’s your MD. I think he wants you to bring him another coffee. But keep ‘trucking,’ they might even promote you to Excel next month!” Prescott paused, allowing the gravity of his insight and the wittiness of his pun to sink into Todd’s soul. Then he smugly snickered again, basking in his pedigree.

“And I’m going to do you one more favor,” continued Prescott, unable to restrain himself. He reached into his pocket and removed his wallet. He flipped it open and grandiosely pulled out a fresh ivory business card with razor-sharp corners [hear: American Psycho sound effect]. The light shined regally off the aqua and white emblem. Holding it between his index and middle finger, Prescott concluded, “Here. Take this and put it in your wallet. Maybe then you’ll know what it’s like to work at a real bank. And maybe you’ll finally be able to pull a half-decent girl instead of that hog over there waiting for you.” And with that he flicked the card in Todd’s face and turned away sharply, masterfully slapping Todd in the face with the swooping sleeve of the sweater tied around his neck.

Todd could do nothing more than gape into the space Prescott had just occupied. Memories of mediocrity inundated and paralyzed him. Images of report card’s with B’s, mid 1300 SATs sheets, cute face but overweight girls, and trophy chests with only JV letters ricocheted off his mind’s eye and piled together in one big sub-par hunk. Then the logic hit him like a blow to the gut—he was mediocre and so boutique investment banks must be too. The one thing he had thought separated him from the schmoes actually just illustrated how schmoe he really was. He sunk to his knees and let his head and prematurely thinning hair fall into his hands. He was a joke.

Commercial Real Estate Developer
 

i have heard it is pretty rough from a cultural integration standpoint... Not surprising BC the feather in Simmons' cap was always great culture - very laid back. You add a less prestigious public acquirer to that and you're going to have people problems. Throw into the mix that Simmons is OFS-focused (i.e. the most challenged subvertical in an already-challenged vertical) and you have another layer of discord, i imagine.

I think it would have gone a lot smoother if the acquirer was another private advisory shop that just wanted to add energy.

 

MD's and Principals have had 100K and 50K salary reductions and no bonus for 2016... id say badly

 

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