Health issues and a lack of a clearly defined growth or exit strategy caused this established, privately held manufacturing and distribution company to underinvest and stagnate. This resulted in a loss of customers, channel partners and key employees, which then led to loss of sales and negative net operating income.
One of our CFO partners was brought in to help improve the existing culture and work with the owners to evaluate and execute exit strategies. Our partner assessed the organization’s sales and operations, personal, policies, processes and systems.
The company replaced several key management positions, implemented new ERP, CRM and data analytics systems, negotiated a new $10m line of credit, established product pricing and purchasing safeguards and improved overall accountability.
As a result of the CFO’s actions, the company’s profits increased to the highest level in its 40-year history and was successfully transitioned to a new owner.