Charles Masson’s practice focuses on private equity transactions, and he has deep experience advising on complex M&A transactions.

Charles also regularly advises limited partners and general partners as part of fund formation processes – primary commitments, GP/LP partnerships, corporate/GP partnerships, secondary transfers, co-investments, consortium agreements, etc.

Charles joined the firm in 2006 and became a partner in 2014.

Notable Experience

Private Equity

  • Hopu Investments in connection with the acquisition of a minority stake held by CDH Investments in the Ceva Santé Animale group.

  • Mubadala Capital in connection with the acquisition of a significant stake in Looping Group from Ergon Capital Partners and Bpifrance.

  • Sulo, a Latour portfolio company, in connection with the acquisition of the San Sac group.

  • Family-owned private group De Agostini in connection with the acquisition of the Endemol Shine Group by Banijay Group, and in relation to the merger between Zodiak and Banijay, creating the world’s largest independent media production and distribution company.

  • Latour Capital and Bpifrance in the consortium acquisition of the Environment Division of Plastic Omnium, and in connection with the sale of its circa 20% interest in Proxiserve.

  • Bridgepoint in the sale of portfolio company Médipôle Partenaires to Elsan, creating the leader in French private health care.

  • Warburg Pincus and Consolidated Precision Products Corp. (CPP) in CPP’s recapitalization.

  • Warburg Pincus in its acquisition of Sundyne from Carlyle Group and BC Partners.

  • CDH Investments in its minority investment in Ceva Santé Animale.

  • Emerging Capital Partners (one of the largest and longest-established private equity fund managers focused on Africa) in numerous investments and exits over the years, including in its exit sale of Oragroup to IPS-CCRAE, in Atlas Bottling Corporation, PepsiCo’s exclusive bottler in Algeria; and in Oragroup, whose Orabank network has grown from a presence in five countries to a pan-African dimension with subsidiaries in 12 countries.

  • Bridgepoint and Eurazeo in their consortium acquisition of Foncia.

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M&A

  • Alstom in the transfer of all of its interests in energy joint ventures to General Electric for €2.59 billion; and in its proposed €15 billion strategic combination with Siemens.

  • Lafarge in several M&A transactions, including the divestment by competitive process of €6.5 billion of assets as part of regulatory approval requirements for its merger with Holcim.

  • Hanesbrands in its €400 million acquisition of DBApparel from Sun Capital Partners.

  • Total in the sale of its fertilizer business to Rosier.

  • Groupama in the sales of GAN Eurocourtage to Allianz and of Groupama Transport to Helvetia.

  • International Finance Corporation in the sale to Veolia Eau of stakes held by it in certain subsidiaries of Veolia Eau.

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Fund Formation

  • Electricité de France in the creation of Amundi Energy Transition (AET), the asset management company jointly owned by Amundi and EDF; and in the creation of Electranova Capital, a fund managed by Idinvest.

  • Natixis Private Equity in the secondary sale of limited partnership interests in various investment funds.

  • Two large family offices in connection with several direct and indirect investments and co-investments.

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