why would you be asked about A&D specifically in an M&A interview?

what do you want to know about A&D specifically?

If you want to learn some basics about the industry read some research... if you don't have access then go read the MD&A section of some filings on the primes and guys like boeing... know something about production rates (recently hiked at boeing and airbus) and know something about OEM versus aftermarket suppliers and shit like that

 

You should prob look into the changes in the defense budget... from what I've heard, it's shifting from heavy weaponry and into more surveillance, recon, and intelligence... so that might be a good point to mention, the most recent S&P industry report was also a good source of background information

 

I would not quote James in an interview. That is a grossly uninformed comment. The defense budget is complex and there are no sweeping summary comments you can really make about the budget.

Dipset may be "sophisticated" but his question seemed basic which is why he got a basic answer.

You know what, go ahead and walk in there and say what James told you, LOL. (what about aerospace, the question was about A and D, why are you just going to make an innacurate statement about D and not answer half of the question)?

If you want some tips on what to read up in A&D you can PM me.

There have been some transactions in Aero lately and those investor presentations have great info on the space. Since you are so sophisticated then you won't need me to point you to the transaction (public buyer, you probably already know it).

 
Best Response

I don't know much about aero M&A, but here's my aero insight anyways. You're dealing with government contracts, private contracts, or both. Here's how the (aviation) industry works: Private: Commercial and general aviation. Commercial is all the big names, Boeing, Bombardier, Embraer, Airbus... General aviation: Cessna, Cirrus, Beechcraft, Pilatus... For the most part, the commercial guys make half their stuff, and contract a bunch of their stuff out to other companies - either general aviation trying to fill voids in their production capacity, or an "aerostructures" company - mainly specializing in composites, or some other "specialty" design/manufacture. General aviation tends to make everything in-house. Government contracts: This is the interesting part. You have "prime" contractors - Boeing, Northrop, Lockheed. You also have non-primes that will bid for some of the same projects. When the government awards a contract, they will specify a prime as well as contractors that must be given contracts to make parts. This is akin to a 363 auction, where the stalking horse gets a payment for their due diligence if they don't win. Since a lot of these contracts are research and proof of concept (DARPA or AFRL), there's economies of scale, since parts tend to be made in quantities of one to a dozen. For these smaller aerostructures contractors, location is key. Having a location out in middle of nowhere, middle America, where there isn't much industry will funnel tax dollars from the congressmen representing these areas.

 

^^^^^^what the fuck?

this explanation made me lol

GD is also a prime, right? (answer=yes)

How in the world is that akin to a 363 auction? The A&D suppliers out there win contracts from the primes while the prime typically integrate large programs/platforms. Not always that way, but thats a better explanation on the whole than that crap you just wrote above.

A better way to think about Aero is OEM versus aftermarket. Thats typically how most people classify what goes on in aero instead of bigger guys who make half their stuff (lol)

 

General Dynamics and General Atomics are both considered primes. Many of the contracts that they "win" are actually mandated by the group writing the contract (congress). These are often, but not always given to those who bid on the initial contract - this is my 363 reference.

 

It looks like you laid out the whole plan - is there a question in there somewhere? You've got your shit together regarding the role you want.

But.

Do you realize that the vast majority of people working in the organizations you are interested in have horrid bureaucratic jobs and eventually come to hate this government and or country? My landlord works for Raytheon and hates them. I have friends at LM, NG, and a few smaller contractors. They all hate the defense agencies and everything about them. Be careful that you REALLY know how they operate, and how you will be able to tolerate it for the long term.

Could be a cushy job with good pay and a logical career progression though!

Still not sure if I want to spend the next 30+ years grinding away in corporate finance and the WSO dream chase or look to have enough passive income to live simply and work minimally.
 

Apparently, everything is redundant to the point of frustration (more than one person does the same job or thing, often differently and time is wasted picking one option) there is a ton of bureaucracy and I hear stories about people just being paid to sit there all day and burn through budget, etc. It sounds awful and most people I know in the industry (many, because I am in the DC area too) are really frustrated with the work system.

My new underling analyst quit a well paying govt consulting job because it takes them so much time to implement and idea or act on a piece of analysis that it is well outdated and a waste of money by the time it is implemented.

Still not sure if I want to spend the next 30+ years grinding away in corporate finance and the WSO dream chase or look to have enough passive income to live simply and work minimally.
 

I am an incoming A&D banking analyst at a large boutique (think William Blair, HL, Harris Williams, etc.) that also interned in the sector. Most of our work revolves around selling $200M - $1B companies to large aerospace companies / defense contractors and financial sponsors. My path, as well as most of the other analysts' paths, seemed to be pretty typical of other investment banking analysts (finance oriented education). When you apply to internships just make sure to indicate your interest in the A&D group (although not all banks have one).

 

D&A will almost always be lumped in partially with SG&A and/or COGS depending on the source (for example, depreciation of a company jet to fly management around will be lumped in with SG&A, while depreciation of a factory used to create the company's products will be lumped in with COGS). That having been said, ALL companies will include the full D&A expense amount in the cash flow from operations section of the Cash Flow Statement. This is the number that you want to use 100% of the time, even if D&A is broken out in the income statement, as that may not be the full amount of some of it is also lumped in with COGS or SG&A.

 

Thanks for the help so far. So how do I model a situation where D&A is lumped in with COGS? Obviously I link the depreciation schedule to cash flow and the balance sheet, but for income statement, do I try to modify my COGS projection or do I just not show EBITDA?

For example, if Revenue is 200, COGS is 100, SG&A is 50, and D&A is 10 Do I do this... Revenue 200 - COGS 100 - SG&A 50 =EBIT 50 Or do I do this... Revenue 200 - COGS 90 - SG&A 50 = EBITDA 60 - D&A 10 = EBIT 50

Note that I'm talking about projected periods, not changing historicals to fit my desired format. Thanks in advance.

 

Imo the more you can break it down, the better because it gives you slightly more accuracy rather than just lumping it together.

I would also change the historical numbers just to give you an idea of a ballpark expected range.

 

Sorry to dig up old post.

Aviation Week(paid, but pretty critical) Aerospace Manufacturing and Design Space News(paid, but free online I think) NASA Tech Briefs MilSat Magazine(online)

 
j-rad:

We usually model straight line depreciation.

Regarding technology for aerospace, usually you'll see relatively low amortization year to year because useful lives are so long - planes fly 20+ years in some cases before being replaced for new technology, so that IP contributes for a long time.

Yup. 5-7 year for almost all fixed assets and then what he said above about IP.
 

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