IBG is launching its first Hybrid Fund – The IBAC PREMIERE I 
04/2006

The fund is the first of its kind as it navigates the opportunities in the billion-dollar industries of Commercial Real Estate and Entertainment.   The essence of the hybrid fund is that each of the investment aspects of IBAC PREMIERE I are solid elements that fit together as a whole and are consistent revenue makers within the IBG sphere of influence. Structured to provide strong advantages, the fund is set to minimize risks and maximize investor’s return on investments overall by capitalizing on the structure of the IBG companies.  It is set to bring access to significant deal flow increasing the best opportunities to invest while spreading risks within two independent portfolios and their various arenas.  This diversification of revenue streams also contributes to optimizing the investments.  Balancing the secured aspects from one arena, it also benefits from the upside of the other without exposure to all the downsides.

Expansion into Hawaii with the largest Medical Facility in the Island.

03/2006

IBG is one of the lead investment bankers for the financing, acquisition and development of a state of the art Regional Medical Center which has been 8 years in development.  The projected financing when completed will be in excess of $500,000,000.00.

IBG hires the Law Firm Of Greenberg Traurig for its IBAC Premiere Private Placement Fund

8/2005

Carol Perrin, Head of the firm's Tax and Entertainment division will oversee the development of IBG's IBAC Premiere Fund

A Survival Guide for a Successful Turnaround
03/2005
American Bankruptcy Institute

Almost all companies will experience significant operating difficulties at some point. These problems can be caused by external factors or may be self-inflicted. Managers must provide strong leadership while implementing a turnaround. Managers who recognize problems at their earliest stages, utilize aggressive, root-cause problem-solving and follow fundamental "turnaround principles" are far more likely to navigate a quick and successful turnaround. In nearly every case, the difference between leading a successful turnaround and suffering through a protracted downward spiral is the management team and the turnaround methodology they employ.


Financing Outlook for Mid-Market Companies: More Money, More Deals and Little Margin for Error
02/2005
Dallas Business Journal

The flow of capital into the middle market that began in mid-2003 became a veritable torrent last year as lenders of all types moved aggressively to build their portfolios. This influx of new competitors eager to make deals considerably loosened credit, gradually boosted debt multiples and compressed pricing. In addition, valuations rose and M & A activity heated up. For middle market companies interested in leveraged buyouts, growth capital and recapitalizations, 2004 brought more and better financing alternatives than at any time since the mid to late 1990s.