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A $130 million revenue manufacturer of decorative interior and exterior injection molded plastic components for the automotive industry. The investment strategy of the acquisition focused on restructuring the acquired assets, introducing major new automotive customer programs and the development of a sound management team to lead the company to a dominant market position in the supply of large scale plastic components for the automotive industry. Oxford’s direct role was active oversight in restructuring the company and management team, monitoring operations and performance and evaluating ongoing strategic acquisition candidates and eventually finding a strategic acquirer.
A $45 million manufacturer of bi-fold doors, interior shutters and shelving for the do-it-yourself market. The company was a spin-off of a multinational conglomerate. Oxford undertook a major turnaround in profitability due to cost control, strengthening of management and systems improvement. The investment strategy was to expand the business through acquisition while optimizing operating costs. A specialty window manufacturing acquisition was integrated into the business.
A $15 million division of a $2 billion conglomerate was purchased because of its strategic importance to Oxford’s consumer millwork company. The two companies control 90 percent of the DIY Home Center market segment. This strategy significantly reduced lumber costs through the millwork company’s cutstock capabilities. It also refined the administrative structure utilizing proven management personnel and techniques. Oxford’s role was to establish this division as a self standing entity and oversee the implementation of the business plan.
West Coast de novo relationship banking community bank focused at high net worth individuals, closely held businesses, investor real estate and construction lending and government guaranteed loan programs. Currently assets are over $10 million primarily through organic growth and a small merger. Oxford's role was to establish the bank; provide and arrange capital; develop management team, Board of Directors and Community Advisory Board; and provide crucial operating policies and structures. Ongoing board leadership of this publicly traded holding company.
An FDIC insured commercial bank with total assets reaching excess of $330 million, focused on the private banking requirements of high net worth individuals. The investment strategy was to start up and build a focused private banking operation to fill a specific market niche by providing a high level of customer service and creative financial service products. Oxford’s role was to establish the organization through an infusion of capital while actively overseeing management and growth of the institution. Second and third community banks were established and eventually integrated into a combined entity together with start-up mortgage and wealth management operations to optimize back office costs. The Bank has been referred to by various regulatory agencies as a “model startup”. The banks were sold in conjunction with management for over 3.3X book value.
A $36 million revenue leading designer, manufacturer and layout specialist of large scale complex stamping dies for the automotive industry. The investment strategy was to expand the company’s presence in the OEM and first tier supplier markets through an emphasis on quality and reliability. In addition, the successful internal growth from the $13 million revenue base at acquisition was a key element in the investment strategy. Oxford’s involvement included overseeing corporate direction, monitoring ongoing operations, providing treasury services, identifying complementary acquisitions and successfully assisting a management buyout.
A $45 million revenue distributor of niche specialty foods to supermarkets in the Southeastern United States. The investment strategy was to undertake profitability improvement programs and integrate various business functions with another Oxford portfolio investment. Oxford’s role was to oversee the profitability improvement programs, coordinate and monitor the integration program and finally orchestrate the sale of the company.
The company is a manufacturer and distributor of electrical, mechanical and injection molded products for the recreational vehicle market. The investment strategy was to expand the business through acquisition and internal product line extension while rationalizing existing operations. This strategy resulted in a doubling in revenues. Oxford’s role was the development of a long range business strategy, initial financing and the identification of acquisition candidates for expansion.
A $60 million revenue service merchandiser of general merchandise and health and beauty aids for supermarkets and variety stores in the Southeastern United States. The investment strategy was to expand the business and product base through strategic acquisition and continue the significant internal growth. Oxford’s role was to identify and consummate strategic growth acquisitions, oversee profitability improvement programs and develop a strong management team.
The company was the only minority owned engineered molded rubber manufacturer servicing the domestic automotive industry. Its annual revenues grew from $9 million to $28 million in three years. The investment strategy was to create a quality driven manufacturer benefiting from minority sourcing priorities. This implementation resulted in dramatic sales growth and increased profitability. Oxford provided the company with strategic overview as well as treasury services.
A $25 million design, engineering and distribution packaging company servicing a variety of industries, primarily in plastic film and bags. The business strategy is to aggressively exploit the inherent market by improving engineering quality and pricing of packaging in industrial and consumer applications. Oxford’s role is to assist in establishing a viable and aggressive marketing and sales strategy as well as evaluate and assist in acquiring synergetic operations.
Midsized roll former and stamper. The investment strategy was to develop a high quality service parts stamper with a strong OEM production base. Expansion from a $6 million base to about $30 million in the first two years came through the strategic acquisition of the assets of a company in Chapter 11 ($2 million), as well as internal growth. Oxford’s role was oversight of operations, negotiating major sales contracts, enhancing primary customer relationships, and identifying and consummating additional strategic acquisitions. This company was eventually integrated into Oxford’s Metal Formed Systems business.
A $150 million leading engineering, manufacturing and distributor of molded rubber and metal-rubber bonded products to the domestic automotive industry. The investment strategy was to utilize the company’s high quality reputation and low cost position to expand traditional OEM automotive business and enter allied markets and manufacturing/ assembly activities. Through the success of the investment strategy, the company grew from $48 million in revenue at the time of its acquisition. Oxford developed long-range strategic plans and negotiated a strategically important merger, in addition to monitoring operations while providing treasury services. This business was eventually sold to management who ultimately sold the business to the leading multinational automotive rubber components business.
A $1.1 billion leading supplier of automotive systems, modules, and parts with plants in the U.S., Canada, Mexico, Venezuela, France, Germany, Italy, Turkey, Argentina, and Brazil. The investment strategy was to add critical mass to Oxford’s original $85 million Canadian stamper, diversify the customer base and become a full service supplier within five years. This was accomplished through shop floor improvements, forming a new management team, implementing proven quality operating systems, and completing strategic acquisitions. Oxford’s role was overseeing the implementation of the strategy as well as arranging complex and extensive funding for expansion, including ten global acquisitions, developing high level customer relationships and hiring a competent multinational management team, in addition to special projects involving environmental remediation and insurance activities.
Industry leading producer of stamped metal fasteners serving the automotive and consumer appliance industries. Maintains full service tool and die room and multiple high speed presses with capabilities ranging from 60-200 tons. The business strategy is to build revenues dramatically, utilize China outsourcing on less sophisticated parts and maintain margin of productivity. Oxford’s role is to facilitate expansion through sales contacts and financing with opening sourcing and sales opportunities in China and Europe.
Specializes in the transfer and startup of complex low volume stampings and assemblies for Automotive OEMs and Tier 1 suppliers utilizing engineering expertise and advanced technologies of affiliate companies. Oxford supported the start-up and oversight of business financials.
European 35'-60' yacht manufacturer bought as a deep turnaround with attractive real estate asset. Diversified business into Eastern Europe, Middle East, US, Australia and China. Introduced new models and started-up two captive dealerships.
Start-up business with domestic engineering sales and management for upright walkers manufactured off-shore. Led Series A investors. Active on Board of Directors. Direct to Consumer. Company is a leader in personal mobility innovation focused on the design, manufacture and distribution of assistive mobility products.