| Description |
|
Issue |
|
Action |
 |
- Trucking company located in
southern United States.
Approximately $10 million in
sales. Combination of owned
and leased tractors and
trailers.
|
|
- Top line deterioration.
- Margin compression.
- SG&A increases.
|
|
- Developed schedule of sales calls for CEO. Fired unprofitable customers.
- Convinced management that they had to increase rates.
- Restructured debt and returned under-performing assets.
|
|
- Wire & Cable manufacturer
located in New England.
Approximately $15 million in
sales. Fully depreciated capital
assets.
|
|
- Foreign competition particularly from Mexico.
- Cash crunch resulting from collateral deterioration.
- Hostile landlord.
|
|
- Worked down bank debt through normal course of business.
- Purchased machinery & equipment from bank.
- Absorbed selected customers into other business infrastructure.
- Ceased operations in New England.
|
|
- Frozen food processor located in northwestern United States. Approximately $34 million in sales.
|
|
- Loss of major customer who was the cornerstone of original business plan.
- Business plan lacked contingencies.
- Utilization rates on new machinery less than 50%.
- Yields 10 points off industry standards.
|
|
- Developed sales strategy for CEO to follow.
- Reduced head count in factory.
- Improved QC processes to eliminate waste and increase yields.
- Restructured debt with bank.
|
|
- Software developer located in Boston area. Approximately $10 million in sales.
|
|
- Poor management processes.
- Utilization rates of consultants not measured.
- Excess overhead resulting from top-heavy management and unfavorable lease agreement.
|
|
- Refinanced debt.
- Reduced corporate staff.
- Increased billing rates.
- Canceled lease agreement with new landlord.
|
|
- Plastic bag manufacturer located in Boston area. Approximately $18 million in sales.
|
|
- Top line deterioration.
- Margin compression, material costs increase (resin).
- Excess inventory levels; Obsolescence.
- Poor cash management.
|
|
- Developed sales strategy for CEO to follow.
- Increased pricing to reflect increases in material costs.
- Wrote off or liquidated inventory. Manufactured only to specific orders.
- Reduced corporate overhead.
|
|
- Manufacturer of tooling for largest auto manufacturers. Sales approximately $50 million.
|
|
- Top line deterioration.
- Unable to make lease payments on key machinery.
- Dependant on few important customers.
|
|
- Made recommendations for process improvements and obtained an agreement with lender to restructure its debt.
- Implemented cash flow analysis methodology to better quantify stakeholder exposure.
- Made recommendations on sales strategy and improving customer relations.
|
|
- Telecom company. Sales approximately $20 million.
|
|
- Pressure from key vendors, unable to negotiate payment plan.
- No tools or methodology available to perform proper cash planning or P&L forecasting.
|
|
- Saved company $750K in deferred vendor payments.
- Made recommendations on sales strategy improvement.
- Installed tools to improve cash flow reporting and P&L forecasting.
|
|
- International contract manufacturer of wiring harnesses and printed circuit boards, generating sales of in excess of $1.5 billion.
|
|
- Contraction of high tech industry, combined with a failed attempt to satisfactorily renegotiate working capital lines forced this company to seek Chapter 11 protection.
- Senior Creditor believed management could assist in maximizing its yield on collateral liquidation if they purchased the domestic operation. (Sales of $85 million)
- Management required assistance in preparing bid and arranging financing for the 363(b) auction.
|
|
- Reviewed domestic financial statements and cash flow.
- Prepared Financing Proposal.
- Introduced potential lenders.
- Assisted in the negotiation of Financing Proposal.
- Assisted in taking possession of the collateral.
|
|
- Three merged fast food companies with $5 billion from owned and franchise stores across the US.
|
|
- High cost for replacing in-store systems.
- Resistance from line management.
- Increasing development costs and schedule delays.
|
|
- Developed a business case highlighting lower ROI.
- Organized independent reviews of technical and functional designs and project management.
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