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Increased
capacity for a plastics
card manufacturing company.
The company was experiencing
declining profits and
capacity constraints.
They were stymied about
how to increase their
production when their
process seemed limited.
Our work led to the following
conclusions and results:
| • |
They
needed increased production
but lacked financing
for new equipment. |
| • |
They
possessed a hidden
potential within their
manufacturing process. |
| • |
A
simple modification
to their manufacturing
process would increase
production significantly. |
| • |
The
change was low-cost,
simple and easy to
incorporate. |
| • |
This
solution would increase
output by 2 million
cards per year. |
| • |
The
project had an internal
rate of return of
42%. |
The company was again
headed toward increasing
capacity and improving
profits.
Created
system to manage rapid
growth for an independent
financial management company.
The company was experiencing
decreased control and
profitability of its assets
as it rapidly expanded
its portfolio. Our work
led to the following conclusions
and results:
| • |
They needed a way
to manage this growth. |
| • |
The
solution was more
accurate and timely
information. |
| • |
We
created a simple,
inexpensive technological
tracking system. |
| • |
The
company realized the
hidden value of a
current $1 million
profit on its portfolio. |
The company proceeded
to made better decisions
and continued its profitable
growth.
Reignited
profitable growth for
a renewable energy company.
The company was experiencing
a critical cash flow crisis.
It couldn’t pay
its bills or its staff
nor complete the work
it had in house. Our work
led to the following conclusions
and results:
| • |
We
understood its technology
and recognized the
company’s market
potential. |
| • |
The
company needed a more
robust infrastructure
to support such growth.
|
| • |
We
created new operational,
financial and marketing
systems. |
| • |
We
coached them through
the prioritization
of these urgent infrastructure
projects. |
| • |
As
a result, revenues
grew by an additional
$75,000 and efficiency
increased by 75%. |
The company proved it
had a viable business
model and a profitable
future.
Created
an exit strategy for a
dance clothing company.
The company was facing
bankruptcy with mounting
financial pressures from
creditors, increasing
unsold inventory, and
unresolved manufacturing
vendor issues. We understood
the conflict that the
product was imposing on
the business. Our work
led to the following conclusions
and results:
| • |
The
company still had
hidden potential to
provide value to its
owners |
| • |
We
created a prioritized
work program that
characterized this
potential by:
| ° |
Evaluating
realistically
the remaining
corporate financial
assets |
| ° |
Evaluating
alternative
manufacturing
options for
increasing production |
| ° |
Negotiating
with a current
manufacturing
vendor to decrease
ongoing costs |
| ° |
Creating
a new sales
plan to grow
sales |
| ° |
Evaluating
the potential
for venture
capital financing |
| ° |
Preparing
company management
for venture
capital meetings |
|
This program showed management
the company’s remaining
business potential. They
realized they had a clear
exit strategy to implement.
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