Situation: A family-owned, 95 year-old, wholesale distribution business that provided the highest quality brand name supplies and equipment to institutional and industrial launderers and dry cleaners in the upper Midwest had experienced three years of declining revenues along with operating losses. The downward trend in financial results had caused the Company’s lender for over 20 years, to become concerned […]
A family owned investment firm acquired two outstate, Minnesota-based, manufacturing companies. Unfortunately, under the new management, the company was not profitable. Turning Point assumed the roles of executive management and were charged with running the Company’s day to day operations and reported directly to the Company’s board of directors.
A mid –sized iron foundry in the Upper Midwest had been losing money for 3 years in a row and had defaulted under their credit agreement. The principals of Turning Point were engaged to assess the Company’s financial and operational plans, to manage the cash crisis, drive a turnaround and re-establish the basis from which to renegotiate the credit facility.
A mid–sized manufacturing company based in the Upper Midwest had been losing money for several years. Turning Point was engaged to manage the severe cash crisis, assess the Company’s financial and operating plans, drive a financial turnaround, and re-establish the basis from which to renegotiate the current credit facility, seek a new lending partner and/or sell the business units.
The principals of Turning Point represented a class of Note Holders of a large Midwest lumber company that were in the process of renegotiating with their senior lenders.
A business division was established in 2001 in Humboldt, Iowa as a strategic expansion of a parent company. The parent decided to sell the division. The parent company retained Turning Point to advise the Company and determine the best options to optimize the divisions’ value to the parent.
A mid–sized iron foundry in the Upper Midwest had successfully orchestrated a business turnaround and bank credit line renegotiation through the management and guidance of the principals of Turning Point. However, the most recent economic downturn caused the Company’s monthly revenue to drop precipitously by 50-75%. The Company needed additional financing and/or capital to sustain itself during this business downturn.
A telemarketing company in the Upper Midwest had been losing money for years and not only had defaulted under their credit agreement, but the Bank managed their cash. Through a process guided by Turning Point, the Company’s assets were transferred to a new operating entity.
A family-owned wholesale distribution business had experienced three years of declining revenues along with operating losses. Turning Point was engaged to assess the Company’s financial performance and business operations, organization, prepare recommendations and a plan to drive a financial turnaround.