Business Challenges and Turnarounds

• High-end commercial printing company, 25 years old asked JSA to assess its sales and operations, guide it back to profitability, and renegotiate and refinance credit and vendor relationships.

• Texas-based lighting retailer/distributor, over 60 years in business, asked JSA to help turnaround operations, locate much-needed capital, or position it for sale and assist in negotiations.

• Steel foundry in the Midwest needed restructure of operations and finances, recruitment of a new CEO, and fresh financing to replace its bank.

• Southeastern electrical wholesaler/distributor , with 21 branches in two states, was experiencing serious losses, and pressure from its bankers and other creditors. Over 40% of book inventory did not exist. Operations were seriously flawed. Over a two-year period JSA, returned the company to profitability, renegotiated bank and credit arrangements, and sold the company at an attractive price.

• Defense technology company (primarily contract work for the Air Force), located in South Texas, required help in critical negotiations with the Air Force and major subcontractor GE Avionics, and overhaul of contract management, scheduling, and cash management processes.

• Family-owned appliance and consumer electronics retailer, located in the Middle South needed help in changing lines of business (to a rent-to-own concept), and ensuring the proper structure and controls in the new business.

• Integrated nursery grower/wholesaler/retailer located in Texas, sought assistance in evaluating business segment profitability and potential, in cash management, and in working through very complex family management succession issues.

• Manufacturer of specialized decorative items, located in North Texas, but with national sales, needed help in determining the true costs and profitability of several product offerings, and in developing a new business strategy.

• Catalog retailer of licensed apparel and sporting goods, with national distribution, was in a financial and operating crisis. As interim CEO, Sullivan returned the company to profitability, and restructured on very favorable terms what had been excessive debt.