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Select Business Transformation Achievements

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Company B

Distressed NASDAQ listed company struggling to make payroll, poor morale, directionless, failed M&A transaction, single customer, single product, ignored by Wall Street

Solutions

Results

  • Transformed hardware product company into a global wireless device-to-cloud SaaS company. $220M new product revenue in 24 months.

  • Recruited new senior management team from leading global companies, refreshed board of directors, attracted new investors

  • Raised $150M in new capital from a Private Placement (PIPE), issued new convertible bond and eliminated all bank debt 

  • Successfully divested nonstrategic operations to strengthen balance sheet

  • Raised profile on Wall Street through extensive non-deal roadshows (NDR) and investor interest via multiple appearances on Mad Money, Fast Money and Fox Business  

  • Increased shareholder value from $50M to $2B

  • Shares reached a 20-year high

  • Daily trading volume increased 20x from ~ 50k shares to > 1M

  • Doubled analyst coverage

  • Achieved industry thought leadership status

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Company C

NASDAQ listed company consistently unprofitable, lacked strategy, legacy products, small TAM, underperforming sales force

Solutions

  • Implemented new strategic plan to transform the company

  • Launched new products from a legacy video-on-demand supplier into an IP video content delivery and SaaS data analytics company 

  • Strengthened go-to-market teams in NA, EMEA and APAC; Signed 1st contract in China with Tier 1 cable operator

  • Navigated 2007-2009 global recession and 30% revenue contraction via surgical cost cutting

  • Recruited new management team and strengthened Board 

Results

  • Delivered 11 consecutive profitable quarters for the first time in company history

  • The company ranked #1 or #2 in peer group for profitability, revenue growth, return on equity and return on assets 

  • Increased shareholder value by 250%

  • Shares reached a 10-year high

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Company D

NASDAQ listed company with uncompetitive supply chain service levels and antiquated IT infrastructure

Solutions

Results

  • Transitioned from one low-performing factory in China to two tier 1 contract manufacturers in Taiwan and Mexico

  • Dual & triple-sourced component material where possible

  • Instituted Sales & Operations Planning process

  • Consolidated multiple legacy, unsupported IT systems across 12 legal entities to a common state-of-the-art CRM & ERP backbone

  • Instituted a cybersecurity roadmap and employee training program

On time delivery performance

BEFORE 17%   >>   AFTER 99.9%

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Contract manufacturer mark up

BEFORE 22%   >>   AFTER 4%

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Product returns (RMA)

BEFORE >20%   >>   AFTER >1%

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Company E

Late-stage enterprise startup without a scalable supply chain or customer support

Solutions

  • Built and scaled Global Operations and Customer Support team through rapid growth and NASDAQ IPO

  • Restructured and transitioned supply chain to tier 1 contract manufacturer and component suppliers

  • Instituted Sales & Operations Planning process

  • Restructured customer support team to enable scalability through automation, self-service tools and product quality improvements

Results

  • Order lead time 1-2 days

  • On-time delivery reliably 100%

  • Clean order rate reliably 100%

  • Customer satisfaction consistently above 90%, best-in-class scores among all relevant competitors

  • Supply chain scalability & flexibility enabled end-of-quarter order surges

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Company F

Mature enterprise AV company with multi-quarter history of negative EBITDA and burning cash

Solutions

Results

  • Fast paced strategic assessment of US operations

  • Conducted detailed, fact-based SWOT analysis to evaluate industry, market, competitive environment and client opportunities

  • Benchmarked comparables and quantified current and potential valuation

  • Evaluated several strategic scenarios including fix, sell & exit and recommended most optimal direction for shareholders

  • 3-week engagement start to finish

  • SWOT identified clear areas of focus

  • Benchmarking included all relevant public companies and recent M&A transactions

  • Recommendation included quick win action plan and longer term playbook to significantly improve valuation

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