Robert Silhacek, Michael Wise & Michael Silhacek have many years of experience as C-level executives as well as in financial management.
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Michael P. Wise, Owner and Partner
Mike is an executive management consultant with over 40 years of financial and executive leadership experience. While being a Co-Founder/Owner and Partner of Turning Point Management Advisors LLC, Mike has also served as the Chief Operating Officer, Chief Financial Officer, and Chief Restructuring Officer of several client companies.
Bob is an executive management consultant with over 40 years of experience in financial as well as executive leadership. Along with being the Co-Founder/Owner and Partner of Turning Point Management Advisors LLC, he was on the Board of Directors and Board Chair of a large Midwest based truck dealer as well as additional Boards of Directors.
Mike is a financial management consultant with over 12 years of finance and leadership experience. He is currently a Director at Turning Point Management Advisors LLC. As CPA with manufacturing, cash management and leadership experience, Mike has a tremendous passion for helping companies successfully revive their bottom line and cashflow.
Turning Point Management Advisors: Award Winning Results
2019 Turnaround Of The Year WINNER
The Company’s troubles started in 2014, when the foundry industry began a sharp decline from weakness in the mining, agriculture, oil, and gas industries – a decline that would ld last for years. By May of 2016 The Company had defaulted on its bank agreements due to a significant decline in its financial condition.
Prior to the economic downturn in 2008, the Company historically shipped between $8-$10MM annually in aluminum cast products and after-cast services. From 2009 through early 2012, the Company experienced declining revenue and losses as it tried to recover from the broad financial impacts of the economic downturn.
A Family investment firm in the greater Midwest area invested in two trailer manufacturing companies and merged them together. The merged company had significant losses and made no profit after two years. Cash burn was significantly reduced and funded by internal line of credit after its Bank was unwilling to continue funding the business.