Strategic, operational and financial restructuring and sale
El Tejar was a leading producer of agricultural commodities in several South American countries, focused on the production and trading of soybeans, corn, cotton, wheat, sunflower and chia.
Created in 1987, the company received over US$ 1 billion in equity and US$ 750 million in debt to become one of the largest producers in the world, with operations in Argentina, Uruguay, Bolivia and Brazil.
In 2013 the company had a poor operational performance, with net losses of US$ 150 million for the year ending in June 2013. The company was in a critical financial situation with over US$ 700 million in debt.
L Kaufmann was retained in 2013 to design and implement a radical change in the strategic thrust and operations of the company, from the largest global producer to the most profitable producer.
Changes included a new management team, improving the operating performance, reducing low productivity in leased land, and tixing the capital structure through the sale of assets.
Operating performance of the company became best in class. In due time operations in Argentina, Uruguay and Bolivia were sold. Total indebtedness was reduced to circa US$ 100 million.
And in 2021 the operations in Brazil were sold.
Strategic, operational and financial restructuring and sale
El Tejar was a leading producer of agricultural commodities in several South American countries, focused on the production and trading of soybeans, corn, cotton, wheat, sunflower and chia.
Created in 1987, the company received over US$ 1 billion in equity and US$ 750 million in debt to become one of the largest producers in the world, with operations in Argentina, Uruguay, Bolivia and Brazil.
In 2013 the company had a poor operational performance, with net losses of US$ 150 million for the year ending in June 2013. The company was in a critical financial situation with over US$ 700 million in debt.
L Kaufmann was retained in 2013 to design and implement a radical change in the strategic thrust and operations of the company, from the largest global producer to the most profitable producer.
Changes included a new management team, improving the operating performance, reducing low productivity leased land, and tixing the capital structure through the sale of assets.
Operating performance of the company became best in class. In due time operations in Argentina, Uruguay and Bolivia were sold. Total indebtedness was reduced to circa US$ 100 million.
And in 2021 the operations in Brazil were sold.