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Welcome to Lovell Partners LLC,
a new venture, strategic advisory, restructuring and turnaround management firm. Founded in 2000, we focus on quickly
making middle market private equity portfolio companies cash flow positive and repositioning them for profitable growth.
Having been a Chief Operating Officer of a major global private equity firm, we clearly understand the difference between
providing advice and the ability to execute it. We collaborate with all stakeholders to develop a restructuring plan
and seek total agreement prior to accepting an assignment. We execute what we advise. We're hands on and expect
results. Our reputation and the reputation of our client depend on it. We're brought in when one or more of
the following conditions exist: - Private equity firm principals realize an immediate change of top management and direction is
required, but they need time to find a permanent replacement.
- Failure to adjust plans to rapidly changing market conditions.
- Lack of trustworthy information
on actual state of company.
- Poorly defined mission & vision.
- Dysfunctional culture highlighted by poor
employee communication and morale.
- Unwillingness to admit problems exist in achieving private equity firm demands.
- Inability to execute within budget
and on-time.
- Overly optimistic operating & revenue forecasts and poor cash controls.
With few exceptions, most portfolio companies experience
financial difficulty because management has had too many financial resources NOT too little. Instead of concentrating
on conserving cash, matching products/services with market opportunity, and providing candid assessments to all stakeholders,
portfolio management initiates the process of "non-malicious fudging" when goals aren't being met which leads
to denial and eventual failure. Throwing money at these types of problems makes them worse not better. A change
at the top is warranted. By hiring us, private equity firms stabilize their investment and jump start a change
of strategic direction while providing an opportunity to reassess management talent. During this process, our guiding
principle is to become our client's trusted advisor. We accomplish this by communicating honestly and openly
with all stakeholders: financial sponsors, debt holders, company management, vendors and employees. Everyone must
be on the same page with the same information. Before we accept an assignment, we spend 2-3 weeks interviewing these
stakeholders to determine the restructuring strategy and its probability of success. If we believe it's unwise
to put good money after bad--we'll tell our client and provide potential alternatives.
- Our Mission: To provide the knowledge, insight, advice and execution that enables our client's companies
to achieve their maximum profit potential and shareholder value.
- Our Vision: To transform underperforming middle market companies into uniquely profitable
enterprises.
Chairman & Managing Partner
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| Thomas H. Lovell, Jr. |
In a career spanning more than 35 years improving the
profitability or developing new businesses and sustainable strategies for preeminent global firms, Tom Lovell's talent
has created over $5 billion in verifiable enterprise value. In 2000, he founded Lovell Partners, a new venture,
strategic advisory, restructuring and turnaround management firm.
His diverse engagements include strategic advisory, operational
and financial restructuring and capital raising, turnarounds, investor relations and crisis management, private equity
and hedge fund management, new business development, and product/market extensions. Industry segments include financial services,
energy, industrial, transportation, media and entertainment, software and business services, telecommunications, real estate
and retail.
In 2007, Tom was recruited
to become the COO of Dubai Capital Group, a multi-billion private equity/hedge fund firm, wholly-owned by the Ruler of
Dubai, to reposition it as a leading emerging markets alternative investment firm. After completing that
assignment including a $1 billion joint venture with the Qatar Investment Authority, he returned from Dubai to run Lovell
Partners.
In the mid-1990's, he co-founded Goldman Sachs' fixed income middle
market business (Institutional Client Services) which was subsequently expanded to include equities and investment banking.
This group contributed an estimated $3 billion in market value to Goldman Sachs’ IPO in 1998 after only 3 years in existence.
During the
1980’s, he held various senior leadership positions at Drexel Burnham including EVP and board member, Chairman
and Chief Executive of Drexel Burnham Europe, Chairman of DBL Commercial Paper, and worldwide head of operations and administration
for the fixed income, equities, currencies and commodities divisions. During the global stock market crash of 1987, he negotiated the reopening
of the Hong Kong Stock and Future exchanges with the British Authorities and The People's Republic of China. In
1985, he authored the historical "wring out" solution resolving the global tin crisis and saving the London Metals
Exchange.
Earlier in his career at Citibank, he was designated as one of its top 100
employees worldwide and was head of Worldwide Securities Services for North America, North America Banking Group Services
CFO, Treasurer of Citibank USA, Treasurer of Citibank (Delaware) and led the team that created the bank.
Mr.Lovell
received an MBA with from Harvard Business School and graduated from The University of Michigan with
a B.S. in Industrial Engineering and a member of The Order of Angell, the University's highest honorary.
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