2002 to 2005
→ In March 2002, mr. Alexander was appointed CFO of Globopar (the Globo´s Group holding company) to announce and conduct its financial restructuring.
→ Due to a combination of factors, including a dramatic change in the economic environment, the Globo Group was forced to renegotiate all its debt with creditors and bondholders. The announcement of Globopar's debt restructuring triggered several cross-default clauses and, also, impacted many subsidiaries and related companies.
→ At the debt restructuring announcement, the Globopar's financial claims amounted around US$2billion, most of it in the international bond market. Including all the related companies, directly and indirectly affected, the total debt to be restructured was around US$4billion. The debt restructuring negotiations last for around 3 years, ending in june 2005. It was a vast complex net of agreements, including more than 15 M&As/Asset Sales.
→ The debt restructuring was successfully closed without imposing any debt haircut to creditors and by refocusing the Globo group on its core business: a media content provider.
→ Globopar and TV Globo were merged and formed the new Globo Comunicação e Participações, the main Globo Group company. The debt profile was adjusted, and the corporate and finance management activities were centralized. Mr. Alexander was appointed the new company's CFO in 2005.
→ Due to the successfully conclusion of the debt restructuring, on the following years:
→ As part of the Globopar’s debt restructuring, Telmex (through its Brazilian subsidiary Embratel) acquired a relevant position of Net Serviços (“NET”), the leading cable operator in Brazil and a controlled subsidiary of Globopar.
→ All the proceeds of this transaction were used on the benefit of Globopar’s creditors and bondholders. This transaction was an important step forward on Globopar’s debt renegotiation process.
→ This M&A was negotiated and agreed at the same time net’s management was negotiating its own debt restructuring with its creditors and bondholders. The M&A transaction was negotiated through a complex agreement contemplating all possible outcomes of net´s debt restructuring. The final agreement was fully disclosed to NET’s shareholders (NET was a listed company at that time) and creditors (Globopar’s and NET’s). The conclusion of this sale facilitated the agreement between NET and its creditors.
→ As Globopar’s CFO and NET’s board member, Mr. Alexander was appointed as joint negotiator of this transaction.
→ The entire negotiation, from the initial business agreement among the shareholders of both groups to the shareholder’s
1997
→ In 1997 on the first months of his activities in Brazil, NationsBank’s Brazilian office were mandated as sole adviser and lead arranger for CSN on the Vale’s privatization process.
→ Mr. Alexander originated the mandate and was appointed the senior banker responsible for it, coordinating the activities performed by several groups of specialist in US and Brazil.
→ In addition to the advisory, NationsBank arranged the first acquisition financing facility and arrange a group of well-known financial investors as co-investors with CSN. These conditions allowed the CSN winning of the auction.
→ The credit facility was the first fully dedicated loan to a privatization auction in Brazil ever and amounted US$1,2billion. The facility was fully arranged and guaranteed by NationsBank and syndicated after to Banker’s Trust, Chase Manhattan, SBC Warburg and Santander.
→ The group of co-investors were organized under a special purpose vehicle (Sweet River Investments) and invested US$150million dollars. The group included, among others, the Quantum Fund (Soros) and the Brazilian Banco Liberal. They ended up controlling around 5% of the shares.
→ The transaction was awarded Privatization of the Year and Deal of the Decade by Latin Finance magazine
2000
→ In September 2000, Vale, the third largest mining company in the world, through its full subsidiary CVRD FINANCE LTD., issued US$300MM on the international bond market.
→ Due to a sophisticated securitization structure of its Carajás high quality iron ore exports, the CVRD FINANCE LTD bonds were the first investment graded issue from a fully owned Brazilian company subsidiary (Brazil was not Investment Grade at that time).
→ As Bank of America´s Head of Brazilian Capital Markets, Mr. Alexander oversaw the negotiation and structuring of every step of the transaction, coordinating a team of Bank of America´s specialists and the Brazilian office.
2013 to 2015
→ In 2013 Mr. Alexander invested on ESPORTE INTERATIVO (“EI”) and joined the board of directors. EI is a unique case of entrepreneurship in the Brazilian media market, and the most engaging and innovative media player in Brazil. EI combined a full range of media rights, a multiplatform strategy and a group that combined young and experienced high talented management.
→ Alexander corporate finance (“ACF”) advised ESPORTE INTERATIVO and its controlling shareholders in the revision of the financial activities and in the selection of the most adequate investment bank. The board of directors recommended ESPORTE INTERATIVO to look for a partner with resources and enough knowledge to support the company´s ambitions and potentials.
→ ACF approached GOLDMAN SACHS GROUP, INC. and recommended the investment bank to the board and controlling shareholders. The advice was accepted and implemented.
→ Goldman Sachs advised and represented the company and its shareholders along the prospective phase and the negotiation process. Mr. Alexander joined a small group of board members appointed for the negotiation on behalf of all shareholders.
→ On March 2015 TURNER BROADCASTING SYSTEM, INC. announced the acquisition of the control of EI, including all shares from all financial investors (also Mr. Alexander´s shares).
→ EI was the first Turner’s sport channel in the world and the first Turner’s acquisition of a channel in Brazil.
