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Winfield

Satisfactory Essays

9-913-530
OCTOBER 22, 2012

W. CARL KESTER
SUNRU YONG

Winfield Refuse Management, Inc.:
Raising Debt vs. Equity
It was early June 2012, and Mamie Sheene was checking her team’s calculations yet again. The next board of directors meeting was in just two days, and she needed to be sure her presentation was perfect. As chief financial officer of Winfield Refuse Management, a vertically integrated, nonhazardous waste management company, it was Sheene’s responsibility to lead the discussion on how to finance a major acquisition. This question had led to contentious debate at the last board meeting, and she needed to make sure that the board could reach a resolution this time.

Industry Background
In the United States, waste …show more content…

Winfield’s assets included 22 landfills and 26 transfer stations and material recovery facilities, which served 33 collections operations. Although the Winfield family kept several seats on the board, outside professional management had been brought in during the 1980s. The current CEO, Leo Staumpe, had previously managed the Michigan operation and served as COO before being promoted to CEO in 1997.
Since its founding, Winfield’s board had adhered to a consistent policy of avoiding long-term debt. The steady cash flow generated by the business, short-term bank loans, and the proceeds of the
1991 public stock offering had been sufficient to meet its financing needs. As of 2012, the capital structure consisted of common stock, with no interest-bearing debt. The Winfield family and senior management held 79% of the common stock. The remaining shares were widely distributed and traded infrequently in the over-the-counter market.

Expansion Opportunity
In its early years, Winfield relied primarily on organic growth to expand its operation. Starting in the early 1990s, the company made a series of small, “tuck-in” acquisitions. It targeted companies that would extend its geographic reach while creating economies of scale with its existing facilities.
The management team had proven successful in the post-acquisition phase, avoiding undue disruption while

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