Today's volatile economic environment continues to change the way CDOs operate. Deal preparation has intensified and valuation protocols are being scrutinized. Innovation around deal structuring or financing has become essential.
Some corporate development leaders have become highly focused on portfolio management and monetization. All this, of course, is occurring in a pressurized atmosphere of executive and board caution, elusive growth targets and resource constraints. The April issue of InterChange focuses on the dynamic role of the CDO and how they are managing issues such as supplier risk and increasing working capital.
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