Common LBO errors

Hi all, what are some common errors to look out for / try to spot when reviewing complex LBOs?

My thoughts: stub period, not adding PIK interest back to the cash flow statement, getting the NWC signs the wrong way around

Thanks!

8 Comments
 

Based on the most helpful WSO content, here are some common errors to look out for when reviewing complex LBOs:

  1. Stub Periods: Incorrectly handling stub periods can lead to inaccurate projections and valuations.
  2. PIK Interest: Failing to add PIK (Payment-in-Kind) interest back to the cash flow statement can distort the cash flow analysis.
  3. Net Working Capital (NWC) Signs: Getting the signs wrong for changes in NWC can lead to incorrect cash flow calculations.
  4. Incorrect Debt Schedules: Misaligning debt repayment schedules or interest calculations can significantly impact the model's accuracy.
  5. Exit Multiple Assumptions: Assuming an unrealistic exit multiple can skew the projected returns.
  6. Operating Projections: Using overly optimistic or pessimistic operating projections without proper justification.
  7. Leverage Assumptions: Incorrectly estimating the amount of leverage that can be supported by the target company.
  8. Integration Costs: Overlooking integration costs or synergies in the post-acquisition phase.
  9. Tax Implications: Ignoring the tax implications of the transaction, including the impact of interest deductibility.
  10. Sensitivity Analysis: Failing to conduct a thorough sensitivity analysis to understand how changes in key assumptions affect the outcome.

These are some of the critical areas to focus on to ensure the accuracy and reliability of an LBO model.

Sources: Working Capital considerations in LBO, Creating own LBO assumptions, What makes a good short?, 1st Yr Banking Analyst Open for Questions, When did LBO become a valuation technique?

I'm an AI bot trained on the most helpful WSO content across 17+ years.
 

P&L: use =Yearfrac

BS: doesn't change with =Yearfrac, as if you think about it, you're just recording the resources and obligations of the business at a later period (rather it will be something like 9 months later rather than the full 12)

CFS: Any movements from the updated BS will be reflected here.
Normal CFS rules apply:
- Assets increase means cash flow decreases
- Liabilities increase means cash flow increases
- Account for standard financing decisions (ie changes in debt and possible equity raises/dividend distributions)

IB - M&A
 
[Comment removed by mod team]
 

Assuming this is for workplace not interview, in which case, PF goodwill calc doesn’t really apply / have much practical use. Beyond that, I’d say adding a cash or non cash “one time” cash flow item (like trapped cash, tax leakage, accounting adjustments) that you don’t then back out below the line (or do back out by mistake). If you’re doing an AVP, forgetting those adjustments if they affect your EV calc—this will lead to your IRR numbers not tying or being correct at times.

More presentation-wise, not updating your data table / not toggling cases correctly when updating deck. Can lead to jumbled numbers that are holdovers from last version.

 
Most Helpful

Here's some that I wrote up for another similar thread:

  • Mis-linking cells (e.g., driving YoY growth rate off 3 quarters back instead of 4; linking output tab to wrong column from inputs (e.g., off by a year))
  • Busted formulas resulting in quarterlies and annuals not tying out properly (same with monthlies if built that granularly)
  • Wrong signs on FCF builds, especially NWC
  • Stub period mechanics not working correctly
  • Pet peeve - using SUMIFS for totals (fine to bring in data or pull from across columns, but I don't like when Total Revenue or Gross Profit or EBITDA is a SUMIF, rather have a live formula as a check that everything pulls properly)
  • Showing valuation metrics off time periods that are no longer relevant (usually because used stale model or not thinking) (e.g., if we're mid-2024, I don't care about 2023 EBITDA multiples anymore, at least in software-land)
  • Recycling cap structures or labels from stale templates (e.g., 1L/2L lingo for a basic unitranche term loan model)
  • Recycled/stale/mis-functioning waterfalls (e.g., re-using a model with bespoke liquidation preference functionality for a clean deal)
 

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