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.

60 State Street
Suite 700
Boston, MA 02109
Phone 617-573-5039
Fax 617-573-5090

39555 Orchard Hill Place
Suite 600
Novi, MI 48375
Phone 248-449-2912
Fax 248-348-5760