Corporate Renewal – Finding Value Through Operational Turnaround

Increasing global competition, volatile financial markets, cyclical macroeconomic trends combined with converging geo-political interests undermining multi-lateral trade agreements have created a climate in which no business can take stability for granted.

Change for many firms is not always for the better. Once-stable and competitive companies often with crushing legacy liabilities find themselves struggling to improve their operational and financial performance.

No business can take stability for granted

The reason may be singular or multiple but often they include more than one of the following signs of trouble: ineffective management, hyper-diversification, weak financial structure, unsustainable pension liabilities, poor banking relationships, poor labor relations, declining market share, unmanageable growth, poor client diversification, nepotism and of course, not having or working a plan.

Signs of trouble may be singular or multiple

A turnaround specialist, operating as either an interim manager or consultant, may replace a company’s CEO and/or temporarily take over the decision-making processes of a company to lead it toward stability. Alternatively, a turnaround professional may become an active adviser to a troubled company’s board of directors

Firms that benefit from this form of executive search are:

  • Late start-up, knowledge-rich organizations, that require a hybrid executive with COO/CFO capabilities to position the company administratively and financially,
  • Older and more mature companies, capable of competing and taking advantage of opportunities by first adopting modern production methods and measurements;
  • Companies which have experienced difficulties and are in need of an “operational and financial turn-around expert” capable of affecting the necessary internal changes to return them to a profitable operation.
  • We have a particular interest in matching “turn-around experts” with funding firms who require executive oversight of “follow-through” funding.