Jason Reid

Jason is a Senior Consultant at Water Street Partners, where he serves a global client base across industries and focuses on business strategy, transaction structuring, and Board governance. Prior to Water Street, Jason lived in Europe and Asia, and worked as an analyst for the Economist Intelligence Unit, the International Monetary Fund, and private equity investors.
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Recent Posts

Mapping Capabilities Across Your Joint Venture

By Jason Reid | Tuesday, February 14, 2017

AT THEIR CORE JVs are a confluence of capabilities, with each partner performing critical activities along the venture value chain. Ormen Lange, a major oil field and infrastructure development joint venture centered in the North Sea, is an example where dynamically delivering capabilities is a feature of the joint venture. Like many large oil and gas projects, Ormen Lange is too technically and politically complex for any single partner to develop and operate all aspects of the project. Accordingly, Statoil was the lead developer of the project for the first decade, but then operatorship shifted to Royal Dutch Shell when the venture first started production.

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Cybersecurity Partnerships and Joint Ventures

By Jason Reid | Tuesday, January 10, 2017

CYBERSECURITY PARTNERSHIPS are surging as companies, governments, and individuals demand more advanced solutions to address the growing threat of cybercrime and other technology vulnerabilities. Recent trends such as cloud computing, bring your own device (BYOD), and the Internet of Things are only serving to accelerate these concerns – and with it, the rapid proliferation of cybersecurity partnerships. Between 2014 and 2016, cybersecurity partnership deal volume jumped by 250% – and involved a wide variety of deal structures, economic and operating models, and partner goals and combinations. There were nearly 70 material partnership transactions in 2016, compared to 60 the previous year and less than 30 in 2014. In surveying the industry, we are seeing a few partnership hotspots on the landscape.

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Joint Venture Board Governance: A New Standard for Joint Venture Board Directors in Saudi Arabia

By Jason Reid | Tuesday, November 22, 2016

BEING A JOINT VENTURE (JV) Board Director is always challenging – and doubly so when laws and regulations shift in new and unforeseen ways. The Kingdom of Saudi Arabia (KSA) is the latest example, as it rolls out a New Companies Law (NCL) – effective May 2016 – that is intended to modernize the country’s legal and regulatory framework by streamlining legal provisions for structuring new businesses and codifying corporate governance requirements in line with international best practice.

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Client Vignette: Stakeholder Management

By Jason Reid | Tuesday, September 20, 2016

RELATIONSHIPS MATTER IN emerging markets, especially with state-owned partners. But with a swirl of partially-opaque decision makers, influencers, and other stakeholders working in and across multiple entities, how does a company understand, in one view, who it has relationships with inside the state-owned partner, the strength of those relationships, and how those relationships translate into influence and new opportunities?

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Joint Venture Dealmaking: Pathways to Negotiating a 50:50 Ownership Split

By Jason Reid | Tuesday, August 9, 2016
JOINT VENTURE NEGOTIATIONS pose many unique challenges to dealmakers. One common challenge is how to achieve an equal ownership split when the parties’ contributions are inherently unequal. In many two-party deals, such as Royal Dutch Shell-Cosan, Bosch-Siemens, GE-Mubadala, TNK-BP, and Samsung-Corning, creating a 50:50 joint venture is a core requirement for one or both parties. But initial valuations don’t always support such a split due to differences in the scope and scale of contributed assets or businesses, disagreements on the valuation of hard-to-value intangible contributions (e.g., local regulatory contacts, brand reputation, trademarks, etc.), or inability to share information about black boxed intellectual property contributions. When valuations diverge, three things can happen:

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Autonomous Vehicle Partnerships – Who are the Early Players?

By Jason Reid | Tuesday, July 12, 2016
THREE MONTHS AGO, we wrote an article outlining the emerging shapes, structures, and issues of partnerships being formed in the autonomous vehicles (AVs) sector. The goals were simple: map the industry forces shaping driverless car partnerships, catalogue and categorize the most notable partnership transactions, outline the challenges confronting such partnerships, and draw parallels to other industries where partnerships have catalyzed disruptive change.

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