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In an effort to help Microsoft Brazil achieve financial return and reap strategic benefits, and to help contribute to the Brazilian startup ecosystem, Frankiln Luzes, the chief operating officer, founded Microsoft Participações. Through Microsoft Participações, Luzes established the very first multi-corporate seed capital fund in the world - BR Startup Fund. BR Startup was owned by multinational corporations including Microsoft, government agencies, and financial institutions. It was established to connect innovative startups, especially those in the information technology sector, to financial investors.

Faced with uncompetitive regulation, the founder of 3P Turbo, Jason Starks, was contemplating setting up a facility to manufacture automobile turbochargers in Brazil. At that time, Brazil was experiencing huge political turmoil, resulting from the Petrobras scandal that involved prominent business and political leaders, and the impeachment of the country's president, Dilma Rousseff. It was also hit with the worst recession in two decades, exacerbated by low commodity prices and the slow-down of the Chinese economy. Jason had engaged with a consultant to gather some revenue and cost projections for this cross border investment to see if it would create value and make financial sense. More importantly, he needed to access the economic and political risks of Brazil and its automobile industry, and determine if the timing was right to enter the Brazilian market.

Agus Halim, the CEO of PT Diamond Energy Resources Indonesia, a wholly owned subsidiary of an Australian based mining company, was contemplating whether to invest in a new coal mine near East Kalimantan, Indonesia. His consultant had prepared a preliminary acquisition plan that includes a capital budget with verified mineable surface coal reserves and projected coal prices. This acquisition would add to Diamond's coal reserves and position itself as an important player in the coal export market in Indonesia. Before getting the green light from his parent firm, Agus needed to ensure this investment would create value for the firm. He also needed to convince his local banker to provide the necessary financing in a challenging environment with very volatile commodity prices.

Dean B. Nelson, a prominent KKR consultant, just had a meeting with the board of Dollar General about KKR's intention of taking Dollar General private. From the meeting, Nelson sensed that Dollar General was very receptive of the deal, particularly on the terms that he proposed. Nelson was excited about this potentially lucrative LBO deal, and could not wait to present it to KKR's management team. He believed that if he put together an impressive proposal, he was very likely to get a green light. He just needed to come out with convincing arguments as to why Dollar General would be a great addition to KKR's portfolio, to identify the key drivers for value creation, and to make sure Dollar General was a good buy under the proposed terms, and KKR would potentially reap handsome profits from it.

The initial public offering (IPO) of Rosneft, Russia's state-owned oil giant, was scheduled for mid-July 2006, in both London and Moscow. It was expected to be one of the largest IPOs in history. However, as of July 1, the Russian government, Rosneft's management, and its financial advisors had yet to decide on the IPO price. Expert valuations varied substantially, ranging between $64 billion and $120 billion. Peter O'Brien, the new CFO of Rosneft (he had been appointed only in April), and his investment advisors had little more than a week to decide the structure and pricing of the Rosneft IPO.