Walden Venture Capital Backs Aarki
March 8, 2012
Walden Venture Capital has led an undisclosed amount of Series A financing for mobile advertising company Aarki . No terms were released. Larry Marcus from Walden Venture Capital has joined the company’s board. PRESS RELEASE Aarki (http://www.aarki.com) today announced that it has raised a Series A round of financing led by Walden Venture Capital. With this financing, Aarki continues its rapid growth helping mobile developers distribute and monetize their apps. In addition, Larry Marcus from Walden Venture Capital has joined the board. Aarki offers a performance based distribution platform for developers challenged with acquiring engaged users and app discovery. Aarki’s rich interactive advertising delivers video and interstitial ads that let mobile users engage with the most exciting moments of the promoted app. We believe that the ad experience is the core part of the user experience. The proof is in the results – engaged users make highly qualified downloads and drive the best return on investment. In addition, Aarki offers rewarded advertising to accelerate app discovery and distribution
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Walden Venture Capital Backs Aarki
Escalate Capital Provides $6M in Debt to Healthx Following Recap
January 25, 2012
Escalate Capital Partners announced today that it has completed a $6 million debt financing for Healthx , a provider of online healthcare portals to health insurers, medical providers and employers. The financing follows an announcement by Frontier Capital on Jan. 5 that it had partnered with Healthx’s management team to do a majority recapitalization of the company. Frontier invested $22 million in that round. Healthx, founded in 1998, is based in Indianapolis, Ind.
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Escalate Capital Provides $6M in Debt to Healthx Following Recap
Carlyle Acquires Stake in Bahcesehir
January 4, 2012
The Carlyle Group has acquired a 48% stake in Bahcesehir Koleji , a private education provider in Turkey. The existing shareholders, the Yucel and Karatas groups, will remain significant investors in the company. Financial terms of the transaction were not disclosed. PRESS RELEASE Global alternative asset manager The Carlyle Group (“Carlyle”) announced today that it has acquired a 48% stake in Bahcesehir Koleji (“Bahcesehir” or the “Company”), a private education provider in Turkey. The existing shareholders, the Yucel and Karatas groups, will remain as significant investors in Bahcesehir
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Carlyle Acquires Stake in Bahcesehir
Carlyle Buys 42% of Alamar Foods
December 14, 2011
The Carlyle Group has bought a 42% stake in Alamar Foods . The seller is the the Al Jammaz family of Saudi Arabia , which will continue to hold a majority stake. The deal closed on Dec. 14. Alamar is a franchise operator of Domino’s pizza and Wendy’s hamburgers in the Middle East and North Africa region (but not Wendy’s in Saudi Arabia).
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Carlyle Buys 42% of Alamar Foods
Hogan Lovells Advises on Magicalia Deal
November 3, 2011
Hogan Lovells , a London-based law firm, announced Thursday that it advised Exponent Private Equity on the sale of Magicalia Media Ltd. to Immediate Media Co. No terms were released. The sale was completed on October 31. PRESS RELEASE Hogan Lovells has advised Exponent Private Equity funds and other management shareholders of Magicalia Media Limited on the sale of the entire issued share capital of Magicalia Media Limited to Immediate Media Co Limited
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Hogan Lovells Advises on Magicalia Deal
Privately Held Technology Company Acquired By Buyout Fund
December 6, 2009
Description: Supplier of computer simulation systems that encountered a revenue decline of 67% over a two-year period.
Challenge: Restore revenue growth, improve the business operations and move the company toward profitability. Venture capital financing was required to fund the revitalization.
Actions: Determined that the company was pursuing a non-existent market. Guided the company into new markets. Raised $40 million in venture capital, acquired five companies, domestic and international. Developed three new product lines.
Results: The revenue growth was re-established and over a four- year basis increased sixteen-fold base while providing the basis for continued growth following the turnaround.
Enterprise Software Company
December 6, 2009
Description: A publicly held high technology supplier of software development tools where revenue had not met expectations. The company had run out of money and was in the process of declaring bankruptcy.
Challenge: Avoid bankruptcy, generate revenue, raise appropriate funding and reposition the company for growth.
Venture-Backed Enterprise Software Company
December 6, 2009
Description: A software and services company in digital signature technology that had not been able to generate new revenue.
Challenge: To substantially increase the company's revenue, determine and execute a viable exit strategy thereby avoiding a write off for the investors.
Actions: Hired new sales team that generated $10 million in new contracts from banks and Fortune 500 companies. Reduced operating expenses and improved margins. Identified potential merger partners and arranged new funding for a merger.
Results: The Company established positive revenue growth that provided the basis for acquisition by a strategic partner and created value for the investors.
Publicly Held Consumer Products Technology Company
December 6, 2009
Description: Developer of VCR+ Instant Programmer
Challenge: Develop an effective way to profitably market the concept beyond the initial product offering.
Actions: Created and implemented worldwide strategy to entice newspapers and television guides to publish VCR PlusCodes that created consumer demand for the technology. Responding to that consumer demand, manufacturer's agreed to pay a licensing fee for the technology.
Results: The Company grew to a valuation of multiple billion dollars and eventually purchased TV Guide from Rupert Murdoch. Currently the world's leading provider of Electronic Program Guides.
Major Daily Newspaper
December 6, 2009
Description: Second newspaper in a major metropolitan area.
Challenge: Circulation was falling and was controlled by the rival regional newspaper.
Actions: Helped design new information system for circulation. Reviewed operations of the Circulation Department and suggested changes.
Results: The paper took control of its own customer base and increased circulation.
