We ran a novel twin-track M&A process (to find a co-investor) and fleet sales process (to establish the sales value of the fleet). These were run in parallel by our Corporate Finance and Sales & Purchase teams.

Running a parallel track was complicated because the M&A process is lengthier and very different in nature to a fleet sales process; however, it was the best way to simultaneously evaluate the two options.

Not only did our team find an investor for the company and purchasers for the vessels, we also showed the owner that there was more value in bringing in the investor’s equity capital than in selling the fleet.