SELECTED ASSIGNMENTS

Client and Project      

Service company owners asked for help to mediate an adjustment to their equity split, after spending too much time arguing over it.

¨       Term:  Six weeks

¨       Actions

1.  Interviewed partners to determine issues and

     motivations

2.  Interviewed leadership team to develop sense of

     organization challenges, opportunities and their view of

     the partners’ roles

3.  Evaluated alternatives

¨       Result

1.  Recommended that the partners sever their partnership

    and go their separate ways amicably, without litigation

2.  They accomplished this, saving money and, more

     importantly, saving their company from ruin

Client and Project    

$125mm home improvement retail and contract sales chain struggled with cash flow issues and resulting pressure from the banker.

¨       Term – Three months

¨       Actions

1.  Examined existing processes, metrics and reporting that

    affected cash flow

2.  Interviewed internal key players to determine

     accountability and responsibility for results

3.  Evaluated alternative measurements and selected

     several

¨       Results

1.  Identified significant differences in performance by

    customer type

2.  Developed objectives to improve cash flow by

     $1,000,000 within three months

3.  Provided measurement methodology and recommended

     delegation of responsibility to the store managers

4.  Conducted a follow-up evaluation and provided

     recommendations on inventory management and control

Client and Project   

Division of $400 million private manufacturing company needed to turn a recent acquisition profitable.  The acquisition made strategic sense, but began to bleed losses and cash shortly after the integration began.

¨      Term – Three months

¨      Actions – Developed analysis of business, distribution

       channels and product profitability

¨      Results –

1.  Redefined direction with narrowed and focused product

    lines, fewer distribution channels

2.  Developed targeted incentive plans to encourage

     appropriate motivation

3.  Improved reporting and delivered a distribution model

     for the client’s future use

Client and Project   

The owner of a small route business decided to focus his efforts in new areas and asked for help to sell his business

¨       Term – Four months

¨       Actions

1.  Examined financials, operations and competitive

    landscape

2.  Identified key strategic, industry and non-related prospects

3.  Developed company profile and made direct contact with proposal to entertain offers

4.  Initiated meetings to qualify prospects

5.  Moderated meetings with qualified prospects and seller

¨       Results – Owner sold business

Client and Project   

$1 million service business facing extreme cash flow difficulties, preventing them from refinancing debt to fund growth

¨       Term – One month

¨       Actions

1.  Examined operations, financials, reporting, productivity

    and debt structure

2.  Identified the root causes as declining productivity, poor cash management systems, and operating methods not appropriate for the current market and business climate

3.  Established plan to fix problems and improve cash flow

4.  Partners’ roles and responsibilities redefined

¨       Results – Financial performance improved and bank financing approved

Client and Project

Second generation, private manufacturing company mired in the past, needed new strategy, new ideas and great execution to grow to the next level.

¨       Term – Forty-six months

¨       Actions  

1.  Developed and implemented global strategy, marketing

    and sales plans, and defined organization needs

2.  Refocused organization on key priorities

3.  Identified strategic prospects and distribution partners

¨       Results

1.  Achieved ISO qualification

2.  Upgraded leadership team and implemented training

     programs

3.  Provided a clear global focus

4.  Significantly improved financial results (EBITDA

     increased by 350%)

5.  Positioned company for sale of the business at a high

     multiple

6.  Owners retired before age 40

Client and Project  

Twenty-year-old technology company was faced with stagnant growth and marginal profitability

¨       Term – Four months

¨       Actions  

1.  Developed analysis of profitability by product, channel

    and customer type

2.  Identified key staffing needs and established plan to

     upgrade

3.  Developed strategic and operating plans

¨       Results

1.  Renewed organization focus and drove profitability

2.  Provided a new market focus which aided in establishing R&D priorities and identifying key staffing needs 

Client and Project  

Private $8 million entrepreneurial company owned by four founders needed a concentrated focus on operations and a new strategic direction:

¨       Term – 5 Months

¨       Actions

1.  Developed and implemented short and mid-term 

    operating plans

2.  Provided COO leadership

¨       Results

1.  Unified organization behind specific objectives

2.  Improved results and positioned company for the future

3.  Ultimately acquired company

Client and Project      

Potential merger of two companies required a newly created partnership.  The owner (and previous client) asked for an assessment of each partner to determine if the goals, objectives and dreams were in congruence and whether there were red flags

¨       Term – One month

¨       Actions

1.        Interviewed partners from each company

2.       Summarized and evaluated results

3.       Developed evaluation scheme to present the findings in order of importance and degree of risk

¨       Results

1.        Helped to improve communications

2.       Determined the key issues/opportunities for the new partnership to focus on

3.       Raised the key issues and made recommendations for ways to address

4.       Merger completed

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