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www. ironwood advisory .com TRANSITION MANAGEMENT Change is the only constant
Who & How We Serve DISTRESSED COMPANIES Turnaround, Restructuring  & Crisis Management Debt or Equity Financing, Sales & Acquisitions Corporate Finance HEALTHY COMPANIES Interim-Supplemental, Early or Later Stage  & Growth Management
Our World Law Firms Referral Network CPA Firms Business Owners Buyers / Sellers Investor s ,[object Object],[object Object],Lenders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How We’re Qualified ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Industry  Experience ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Technology Software  Internet Commerce  Telecom Distribution Automotive  Aviation Hardware Import-Export Retail & Consumer Products Media  & Entertainment   Films  Internet  Audio-Video Repro Manufacturing   Aerospace  Apparel  Computer Peripherals Contract Manufacturing  Furniture  Metal Fabricating and Assembly  Concrete and Construction  Diamond Tooling Electronics Manufacture  Plastics  Telecom Food Processing Custom Manufacturing Real Estate   Development  Construction
Options Often Narrow… Flat Lining or  Underperforming ~ Many Options Early Crisis Fewer Options Late Crisis (Bankruptcy) Liquidation Flat-Lining or Underperforming Customers Defect to Competitors Cash Running Short Concrete Actions & Results Controlled Transition Early Intervention    Options       Time    Symptoms: Actions:
Flat Lining/Underperforming Flat Lining or  Underperforming ~  Many Options    Options      Time   Market Share Diminishing Complaints Increasing A/R A/P Slowing Financial Ratios Deteriorating Listen to Customers Revamp Strategic and Operating Plans Cut Variable Costs + Fixed Overhead Modify Reporting and Accounting Systems Confront Situation Symptoms: Actions: Reduce Cycle Time
The Fate of the Flat-Liner   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What We Do – Specifically ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Early Crisis – Fewer Options Early Crisis Fewer Options Notable Revenue and Earnings Decline Ratios Off & Bank Covenant Violations Quality Problems and Returns Credit Line Maxed Out Assert Control Create a Plan Restructure Debt Change Management Sell Fixed Assets Sell Company    Options      Time   Significant Liquidity Problems Acute Production Problems Symptoms: Actions:
What We Do - Specifically ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Late Crisis (Bankruptcy) Late Crisis (Bankruptcy) No Cash/Loans in Default All Financial Ratios Negative Customers Defecting to Competitors No Raw Materials Employees Rushing for Door Lawyers Taking Over Chapter 11: Some Flexibility Rehab Business with New Financing Reorganize without Court Protection Sell Company    Options      Time   Symptoms: Actions:
What We Do - Specifically ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Liquidation & Wind Down Liquidation    Options      Time  
What We Do - Specifically ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Actions   to Conserve Options Flat Lining or  Underperforming ~  Many Options Early Crisis Fewer Options Late Crisis (Bankruptcy) Liquidation Flat-Lining or Underperforming Customers Defect to Competitors Cash Running Short Concrete Actions & Results Controlled Transition Early Intervention    Options       Time   Symptoms: Actions:
How Change Happens ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Capabilities ~ In Sum ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Transition Management DISTRESSED COMPANIES Turnaround, Restructuring  & Crisis Management Debt or Equity Financing, Sales & Acquisitions Corporate Finance HEALTHY COMPANIES Interim-Supplemental Early or Late Stage  & Growth Management
www.ironwoodadvisory.com ,[object Object],[object Object]
www. ironwood advisory .com MANAGEMENT FOR TRANSITIONS ,[object Object],Moving forward ~ with all deliberate speed!

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Ironwood Advisory & Restructuring V5 B

  • 1. www. ironwood advisory .com TRANSITION MANAGEMENT Change is the only constant
  • 2. Who & How We Serve DISTRESSED COMPANIES Turnaround, Restructuring & Crisis Management Debt or Equity Financing, Sales & Acquisitions Corporate Finance HEALTHY COMPANIES Interim-Supplemental, Early or Later Stage & Growth Management
  • 3.
  • 4.
  • 5.
  • 6. Options Often Narrow… Flat Lining or Underperforming ~ Many Options Early Crisis Fewer Options Late Crisis (Bankruptcy) Liquidation Flat-Lining or Underperforming Customers Defect to Competitors Cash Running Short Concrete Actions & Results Controlled Transition Early Intervention  Options   Time  Symptoms: Actions:
  • 7. Flat Lining/Underperforming Flat Lining or Underperforming ~ Many Options  Options   Time  Market Share Diminishing Complaints Increasing A/R A/P Slowing Financial Ratios Deteriorating Listen to Customers Revamp Strategic and Operating Plans Cut Variable Costs + Fixed Overhead Modify Reporting and Accounting Systems Confront Situation Symptoms: Actions: Reduce Cycle Time
  • 8.
  • 9.
  • 10. Early Crisis – Fewer Options Early Crisis Fewer Options Notable Revenue and Earnings Decline Ratios Off & Bank Covenant Violations Quality Problems and Returns Credit Line Maxed Out Assert Control Create a Plan Restructure Debt Change Management Sell Fixed Assets Sell Company  Options   Time  Significant Liquidity Problems Acute Production Problems Symptoms: Actions:
  • 11.
  • 12. Late Crisis (Bankruptcy) Late Crisis (Bankruptcy) No Cash/Loans in Default All Financial Ratios Negative Customers Defecting to Competitors No Raw Materials Employees Rushing for Door Lawyers Taking Over Chapter 11: Some Flexibility Rehab Business with New Financing Reorganize without Court Protection Sell Company  Options   Time  Symptoms: Actions:
  • 13.
  • 14. Liquidation & Wind Down Liquidation  Options   Time 
  • 15.
  • 16. Actions to Conserve Options Flat Lining or Underperforming ~ Many Options Early Crisis Fewer Options Late Crisis (Bankruptcy) Liquidation Flat-Lining or Underperforming Customers Defect to Competitors Cash Running Short Concrete Actions & Results Controlled Transition Early Intervention  Options   Time  Symptoms: Actions:
  • 17.
  • 18.
  • 19. Transition Management DISTRESSED COMPANIES Turnaround, Restructuring & Crisis Management Debt or Equity Financing, Sales & Acquisitions Corporate Finance HEALTHY COMPANIES Interim-Supplemental Early or Late Stage & Growth Management
  • 20.
  • 21.