So inspired by rumours that Pizza Express might fold (arf arf), I& #39;ve done some digging into Pizza Express& #39;s corporate history.

And it& #39;s a FASCINATING story of how solid businesses get crippled by debt to make a few people rich.
Pizza Express was a mainly London-focused restaurant business until 1992.

When a pair of entrepreneurs called Luke Johnson and Hugh Osmond bought it for £15m.

(N.B. it& #39;s been in & out of so many hands it& #39;s v hard to find hard number sources.)

http://news.bbc.co.uk/1/hi/business/2396323.stm">https://news.bbc.co.uk/1/hi/busi...
Hugh Osmond parted with Johnson in 1997 to found Punch Taverns.

He was also a private equity genius for a hot minute.

Then it emerged he& #39;d run up £3bn in debt and the pubs got sold to Heineken for £403m https://www.theguardian.com/business/2011/mar/27/punch-taverns-debts-restructure">https://www.theguardian.com/business/...
But how did Johnson & Osman engineer a £15m transaction into a company that later traded for 100s of millions?

With a reverse takeover.

This means they took over a shell company called Star Computing (wtf?!) and became a PLC without an IPO. https://www.independent.co.uk/news/business/pizza-express-on-way-to-market-1480080.html">https://www.independent.co.uk/news/busi...
SIDENOTE...

In 1992, Pizza Express was trading at a pre-tax loss of £0.5m inc some property writedowns (back then we were coming out of a horrible property correction).

Pizza Express is a restaurant business, and restaurant businesses are VOLATILE.
But why do a reverse takeover?

Well, publicly listed companies have an advantage over private companies in one key respect.

They can access a wider range of & #39;alternative financing options& #39;.

Which means they can accumulate more debt.
Pizza Express was a PLC for 10 years and grew significantly in footprint & ambition but the group& #39;s profits were never staggering.

It made £20m in 2002, and sales grew by a disappointing 3% https://www.theguardian.com/business/2002/feb/12/5">https://www.theguardian.com/business/...
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