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Important Considerations Before Investing in Private Equity

Private Equity

An attorney with extensive experience in private equity, Steven Guynn often encounters investors who understand the benefits of these investments, such as portfolio diversification and potentially high yields. At the same time, Steven Guynn reminds these investors that they should also accept the features that some may find less desirable.

First, such investments are extremely long-term and individuals may see no returns for a number of years. Since these assets are less liquid than others, the investor may not easily withdraw funds and cannot bet on regular cash distributions. Also, depending on how one invests, private equity may require a somewhat blind investment. When individuals invest from their own capital, they can choose the investments directly. If an individual invests in a fund, however, the fund will likely not even have identified assets, making the transaction somewhat stressful for the investor.

Finally, private equity investing demands more research than other investments, whether operating individually or through a fund. The individual has much due diligence to perform before choosing a company or project to back, and vetting a fund manager may prove more difficult than with other types of funds.

Steven Guynn: A Brief History of OPEC

OPEC

As an attorney experienced in a wide variety of high-level financial transactions, Steven Guynn has counseled clients on such matters as sovereign wealth management, mergers and acquisitions, private equity investment, corporate restructuring, and capital markets. His clientele has included multinational corporations in the oil and natural gas industry. 

Few people are aware that, in addition to being a current member of the Organization of the Petroleum Exporting Countries, Venezuela was also one of the five founding members of the group. Along with Saudi Arabia, Kuwait, Iran, and Iraq, the South American nation was present in 1960 for the Baghdad Conference, which represented the official beginnings of OPEC. The impetus for creating the group was the desire to prevent oil concessionaires from lowering prices in world markets. 

In 1961, the five original members were joined by the Gulf state of Qatar. Libya, the United Arab Emirates, Algeria, Nigeria, Ecuador, and Angola are also among the organization’s 12 current members. During the energy crisis of the 1970s, OPEC shifted its primary goal to that of affording its members sovereignty over their petroleum resource base. In the early 21st century, OPEC has begun to emphasize cohesive policies toward the environment in light of world concern about the deleterious effects of burning fossil fuels. 

Among other high-profile transactions throughout his career, Steven Guynn facilitated a $19 billion deal in the interests of Russian client corporation TNK-BP.

Icon_word_16 Common Issues That Arise during the Merger Process

A respected finance lawyer, Steven Guynn has served as a partner at multiple major international law firms over the course of his three-decade career. A graduate of the University of Virginia School of Law, Steven Guynn began his involvement in finance law while a student. As a lawyer, Steven Guynn has a great deal of experience with several types of financial transactions, including mergers.

The procedures involved with a merger prove extremely trying, even under the best of circumstances, and can easily jeopardize the validity of a deal if not negotiated correctly. Before starting the merger process, companies must clearly understand and prepare for the hurdles that they will need to clear.

The most common reasons for merger failures include unforeseen conflicts of interest. If a company must forego some of its most valuable clients to make the merger viable, the decision to merge may create a relationship based on resentment. Leadership styles may also come in conflict, especially if the leaders of the organizations involved are too domineering or not opinionated enough. The very cultures of the merging organizations may also clash, making it imperative that the organizations compare their philosophies and decide how to proceed most effectively. Ultimately, mergers require clear and open communication, as well as comprehensive planning.