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Our knowledge of the sector makes us the ideal partner for a DGA.

December 3, 2020

JBR assists entrepreneurs with strategic issues, corporate finance and restructuring. With extensive sector knowledge, a personal approach and a hands on mentality.
'We always want to be at the table with the decision makers within a company.'

 

Looking far ahead, while keeping a keen eye on rapidly changing conditions. Translating global trends into the daily business of their clients. And a hands-on mentality where necessary. That typifies the services of JBR and the attitude of the consultancy's specialists. 'Because of our deep-rooted knowledge of six sectors and extensive international network, we are two phone calls away from every director-major shareholder in the market,' says Rick ter Maat, principal at JBR. 'By sector, we are very well versed and that makes us an ideal interlocutor for a decision maker.'

Harold Brummelhuis, also a principal, concurs: 'We offer sometimes surprising solutions by combining corporate finance and strategy with an in-depth knowledge of what's going on in the market.'

Through our international network, we are two phone calls away from any dga in the market'.

Rotterdam roots JBR is an independent consulting firm that has been active in the field of strategic issues, corporate finance and restructuring for over thirty-five years. The roots of JBR are in Rotterdam, where the firm was founded in 1984 by its namesakes Jeltsma, Van Biert and Randoe. Today only the B - of Kees van Biert - is still involved with the company. In total JBR currently employs 38 people. Continuous learning, sharing experiences and transferring knowledge at a high level are central. Principals, such as Ter Maat and Brummelhuis, work at JBR to develop their own practice.

Although the consultancy moved to Zeist in the early 1990s, the port of Rotterdam is never far away in the meeting rooms of JBR. Miniatures of tugboats and other maritime souvenirs are displayed on a wall unit. Many of JBR 's clients still come from the maritime and offshore sector. But in the meantime, its services have also expanded to the energy &environment, food & agri, healthcare, industrial markets, digital transformation & IT sectors.

The clients of JBR are mostly from the upper end of the SME sector, with annual turnover of at least ten million euros. Foreign companies and listed or internationally operating (family) businesses also know how to find their way to Zeist. Ter Maat: 'We use a personal approach. Because no matter how small or large the company, we want to be at the table with the decision-makers. In that way we can provide the most added value.

We use a personal approach. Because no matter how small or large the company, we want to be at the table with the decision-makers. That way we can provide the most added value.

 

Our knowledge of the sector makes us the ideal partner for a DGA.

Technology acceleration

 

Within JBR Ter Maat is an expert in the maritime and offshore sector, for Brummelhuis food production & agriculture is his specialty. In order to understand the latest trends and developments in their industry, to vet them and make them concrete for their clients, they regularly form a team of a core members and ambassadors to brainstorm. The core members consist of JBR consultants and the ambassadors are mainly industry experts, including experienced entrepreneurs.

One of the topics of discussion is the effect of the corona crisis on industries and the developments resulting from it.

In his sector, for example, Brummelhuis sees that technology has accelerated under the influence of the corona crisis. In the agricultural sector, employees can no longer work directly next to each other, but at a distance of one and a half metres. That has accelerated the use of technology, such as sensors, the Internet of Things and artificial intelligence, in greenhouses, for example. I don't see that happening again straight away, because entrepreneurs can also see that it is making their business model more future-proof.

'In the agribusiness sector, workers can no longer work directly next to each other, but at a distance of one and a half metres. That has accelerated the use of technology, such as sensors, internet of things and artificial intelligence, in the greenhouse, for example.'

Since a significant part of the knowledge about digital technology is missing within the agribusiness sector, technology companies are trying to gain a position. This development is resulting in an increase of acquisitions within the sector. For example, in April JBR accompanied the purchase of a minority stake in the Dutch high-tech greenhouse construction company Certhon by the Japanese robotics specialist DENSO. Brummelhuis: 'When we could not travel due to the coronavirus, the transaction was digitally closed. It is nice to see that transactions can also be completed in this way.'

 

Physical encounters

 

Another long-term trend that the JBR duo has noticed in the takeover market is that deals do go through, but they simply take longer. For example, more explanation is needed about the impact of the corona crisis on the business model, legal discussions are longer as a result of the uncertainty and physical meetings with (foreign) buyers are less easy to organise.

'Foreign strategic buyers may want to think longer about how synergy can be realized within an acquired company, without having to hold many physical meetings,' says Ter Maat. 'Because travel to risk countries has become more difficult, having an active international network is becoming increasingly important. We are affiliated with the Global M&A Partners, an international network of 34 corporate finance consultancies, and are the Benelux partner for it. This means that JBR can continue to move quickly in cross border transactions.'

Source: Brookz 5000, December 2020

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