Turnaround Management

What I do: As a turnaround management specialist, I work with distressed companies to fashion and implement plans for putting the company back on the road to profit. Not every distressed company is a good candidate for my services – some are so far gone that there is little to do but prepare the company for bankruptcy. Turnaround management is no assignment for the faint of heart. It demands professionalism, experience, insight, decisiveness and a steady hand. Turnaround management is a lot like operating in the eye of the storm. Like any other professional turnaround specialist, I have to deal equitably with angry creditors, frightened employees, wary customers, and a nervous board of directors. Here are some of the things that I bring to the table.

Good turnaround work is part science and part art. The hard ones are mostly art and just a bit of science. I have built half a dozen companies and helped CEO build twice that number. I am currently involved in a couple of such projects. My experience as a CEO – and as a senior advisor to CEOs and Boards of Directors – along with my service on numerous boards – helps me in my turnaround management. Generally my engagements involve five major stages.

Contact me to arrange an initial consultation.