 |
 |
 |
 |
 |
 |
 |
 |
| Company |
 |
Technology company that develops and markets
optical networking products |
 |
| Background |
 |
The company had completed four rounds of
financing raising $55.8 million and was planning an IPO of its
stock in six months. However, certain significant product development
hurdles had to be overcome before a successful IPO could occur.
The company's founder planned to contribute early-round preferred
stock to a family limited partnership (FLP) that would have
a capital structure consisting of preferred and common equity
interests. |
 |
| D&P's Role |
 |
Estimated the fair market value of the founder's early-round
preferred stock in the company, which he contributed to the
FLP |
 |
| |
 |
Consulted with the founder's tax attorneys as to an appropriate
capital structure for the FLP, given the founder's estate planning
objectives and risk tolerances |
 |
| |
 |
Estimated the fair market yield applicable to the preferred
equity interests in the FLP |
 |
| |
 |
Estimated the appropriate discounts for minority interest
and lack of marketability applicable to the common equity interests
in the FLP that the founder intends to transfer to trusts for
the benefit of his children |
 |
| |
 |
Prepared a comprehensive written report describing the company,
the optical networking market, the economic environment, the
FLP and its structure and terms, and our valuation analyses |
 |
| Results |
 |
The FLP was established and funded with the founder's stock
in the company. |
 |
| |
 |
Gift tax returns were filed in connection with the founder's
transfer of common equity interests in the company to his children. |
 |
| Essentials |
 |
Duff & Phelps' experience in performing complex valuation
assignments in the estate and gift tax arena ensured that the
founder and his attorneys received a valuation analysis worthy
of the complexity of their estate planning strategy. |
 |
| |
 |
Objectivity and professionalism of the analysis
provided insurance against the risks involved in a challenge
from the IRS. |
 |
 |
 |
 |