Fixing what was Really Broken

With revenues increasing 15-20% per year, management at contracting company thought increasing stressed credit lines would be the solution.  I found collection days had actually improved but margins were unusually out of line – much too high.  Discovered accountants had badly managed work in process recording revenue while inventorying all costs related to revenues.  After proper adjustments, the profit from previous year went to a sizable loss and statements had to be reissued.  Current year was also a sizable loss.  Negotiated time to fix the company with bankers and bonding company and successfully turned the company around, becoming highly profitable.

Asset Mess

Company had assets scattered at different locations and needed to uncover value and review financing.  Assets lists were incomplete, depreciation schedule were missing important data and reviewing insurance schedule, key assets were missing and/or under-insured (especially certain critical assets).  Updated all lists, depreciation schedules were corrected leading to tax savings, valuation was less costly with newly managed assets and corrected insurance policies saving thousands.

Successful Succession

Small tool shop had three partners, one wanting to retire.  The existing structure of the buyout hurt the company financial structure and appeared to hamper growth desired by the next generation of owners.  Restructured the entire succession plan along with the company financial structure and financing.  Remaining partners retired with substantial payouts and the company grew ten fold.

Higher Margins

Plastic parts manufacturer needed to improve margins.  After analysis of production scheduling, material purchasing and deployment of manpower, I was able to improve margins by .5%.  Does not sound like a lot, but over 5 million pieces it was $25K to the bottom line.  Later analyzing equipment add-ons and financing structure, I was able to bring about another .5% in margins bringing the total to the bottom line of $50K.