Strategy, Growth, and Transitions

• The National Association of Electrical Distributors asked JSA to lead its Strategic Planning Initiative, and guide the development of project accounting and managerial reporting in its national operations.

• Exceptionally profitable air conditioning service company asked JSA to help plan for succession by appraising the business and evaluating several options including sale to a competitor, sale to a private equity firm, or sale to employees through the use of an ESOP.

• Importer/retailer of high-fashion ladies accessories asked JSA’s advice on various growth and development options, and assistance in obtaining growth capital or selling the business.

• Internet application developer, growing profitably at over 300% per year, retained JSA to lead the process of developing a cash-based strategic plan, a broader business plan, to assist in securing intermediate-term funding, and the guide the process through to an IPO.

• Specialized manufacturer of control systems, located in North Texas, and privately owned on a 50/50 basis, asked JSA to provide a going-concern valuation, advice as to issues pertaining to changes in ownership, and assistance in locating a buyer for a fractional interest.

• $120-million+ Midwestern electrical wholesaler/distributor retained JSA on an ongoing basis to advise on and help execute an aggressive acquisition plan involving several target companies in four states.

• Puerto Rico based wholesaler of plumbing and electrical supplies retained JSA to help plan and execute an intergenerational management transition.

• Midwestern electrical wholesaler/distributor with a 56 year record of profitability sought JSA’s guidance and help in negotiations as it developed and executed a plan for growth, succession, or sale.

• Northeastern electrical wholesaler/distributor first retained JSA to help plan and execute a strategy of rapid growth through acquisitions that would double its size in less than two years. Later in an economic downturn, the bank reduced credit, and JSA was asked back to guide crisis management.

• Partner-operator-owned injection molding company asked for help in valuing the business, and working through some emotionally charged partnership issues, and ultimately for help in planning for succession or sale of the business.