There was a time, not so long ago, when tangible assets comprised the vast majority of a company’s total value. A business’ equipment, real estate and other holdings were indeed its strongest suits in securing access to working capital and ensuring liquidity. While this remains the case today for most small- and medium-sized companies, we find that among large corporations, intangible assets including intellectual property (IP) now hold the lion’s share of value.

This past fall, Stanford University economists Robert B. Wilson and Paul R. Milgrom were awarded the 2020 Nobel Prize for Economics based upon their contributions for improvements to auction theory and inventions of new auction formats. According to the prize committee, “Their discoveries have benefitted sellers, buyers and taxpayers around the world.” Impressively, each began their efforts in fundamental theory, and were able to advance their work to a level of real world application.

In this article we look at the continued struggles of the seafood industry in foodservice and how some companies which have the capability, have pivoted quickly to meet unprecedented levels of retail demand. We also look at the complex landscape asset-based lenders must navigate to best support their seafood portfolio companies and limit their own downside risk during this crisis period.

The global pandemic is having a profound impact on the fortunes and future course of commercial real estate. As the year comes to an end, one of the critical questions on the minds of commercial property owners, both large and small, pertains to the impact of COVID-19 on property tax assessment in the new year and beyond.

In this article we take a look at how leveraging the power of inventory and a thorough understanding of retailer hold-backs can help ensure maximum return for accounts receivable during a liquidation. We also examine the importance of leveraging all asset classes in delivering maximum overall monetization value.