SOLUTIONS & ENGAGEMENTS

What we do, and how we execute it.

Three engagement types, one mandate. We work alongside PE sponsors, owners, and management teams of manufacturing companies to stabilize cash, rebuild EBITDA, and restore enterprise value.

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ENGAGEMENT MODES: INTERIM LEADERSHIP  ·  DIAGNOSTIC CAPABILITY  ·  FIRST 100 DAYS
WHAT WE DO

Three engagements. One mandate: enterprise value.

We operate inside the business, not around it — as interim leadership, as diagnostic capability, or as the team that runs the first 100 days.

01 — TURNAROUND

Turnaround & Performance Improvement

Interim leadership and hands-on execution when performance has broken and the clock is running.

  • Interim CEO / CRO / Operating Partner support
  • Liquidity stabilization
  • 13-week cash flow management
  • Working capital improvement
  • EBITDA recovery
  • Operational restructuring
02 — DILIGENCE

Operational Diagnostic & ODD

A quantified view of where value is leaking — before close or after — so the investment thesis holds.

  • Operational due diligence for PE acquisitions
  • Post-close operational diagnostic
  • EBITDA leakage identification
  • SKU and customer profitability
  • Capacity, labor, scrap, rework and throughput analysis
  • Working-capital opportunity assessment
  • Management and execution-risk assessment
03 — EXECUTION

100-Day Plan Execution

A disciplined sequence, not a deck. Stop the bleeding, rebuild EBITDA, then install the system that keeps it that way.

  • Cash control and liquidity stabilization
  • Pricing, procurement and productivity
  • SKU rationalization
  • Throughput and bottleneck improvement
  • KPI management and S&OP
  • Operating cadence and accountability
EXECUTION FRAMEWORK

The 100-Day Plan

Same sequence, every engagement. Cash first, then EBITDA, then the system that makes it stick — for PE sponsors, owners and management teams working to stabilize cash, rebuild EBITDA, and restore and create enterprise value.

Days 1 – 30

Stop the Cash Leakage

  • Stabilize liquidity
  • Control cash
  • Reduce non-critical spend
  • Improve collections and working capital
  • Address immediate operational losses
Days 30 – 60

Improve EBITDA

  • Pricing
  • Procurement
  • Labor productivity
  • Scrap and rework
  • SKU rationalization
  • Throughput and bottleneck improvement
Days 60 – 100

Build the Operating System

  • KPI management
  • S&OP
  • Daily / weekly operating cadence
  • Accountability and decision rights
  • Forecasting
  • Management routines
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If a portfolio company is burning cash, missing plan, or approaching a covenant, the sooner we're in the room, the more options remain.

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