Turnaround Management
Definition of a successful turnaround -- The core of a successful turnaround is never just a matter of financial restructuring. The company's operations and business model need fundamental changes so the company can grow and become consistently profitable. A turnaround is considered to be a success when the following results are achieved:
- Revenue Growth
- Positive Cash Flow
- Sustainable Profitability
- An infrastructure sized to fit current and future objectives
- Sustainable management and operating processes
- Appropriate going-forward management talent with business judgment skills
What we do -- We provide hands-on operating management, typically at the CEO level, and occasionally, at the COO level. We commit one of the firm's principals to each assignment and as many other professionals from the firm as necessary to create the desired results.
How we do it -- Prior to the start of an engagement, we develop a consensus with the client regarding the detailed goals to be achieved during the engagement period.
- The roadmap for the turnaround is defined in a comprehensive initial Situation Analysis, undertaken by RSK prior to the commencement of the turnaround.
- The RSK Situation Analysis is unparalleled in its depth and breadth, and provides a complete picture of the problems, opportunities, and issues facing the company.
- Following a review of alternative solutions, risks, and specific anticipated outcomes, RSK and its client(s) agree on:
- The action plan -- with anticipated completion timelines
- The specific results to be achieved
- The method for measuring and benchmarking the results
As the “Turnaround CEO” -- RSK assumes operational control and responsibility of a company. One of the firm's principals is assigned as the “Turnaround CEO” for the duration of the engagement. (Depending on the situation, we will assign as many of the firm's personnel as necessary to create the desired results.)
Industry sectors in which we have done turnarounds:
- Manufacturing (various sectors)
- Retail
- Hospitality
- Training (Tech/Medical)
- Electric Vehicles
- Telecommunications
- Publishing
- Consumer Products
- Packaging
- Electronics
- Software
- Healthcare Services
- E-Commerce
- Electronics
- Direct Mail
- Medical Products
- Nutriceuticals and Health Supplements
- Light Electrical Vehicles
- Building Products
Principals
818-843-4673
Sam Khoury (Founder)
As the founder of the firm, Sam has spent the last 20 years turning around distressed companies, including numerous technology driven companies. Sam is a graduate of the University of Southern California and Loyola Law School, and a non-active member of the California Bar.
Bob Davis
With 20+ years of experience, Bob began his career with Price Waterhouse. Bob has been involved in turnarounds with annual revenues ranging from zero to $450 million. Bob is a graduate from the University of Southern California.
Jim Wigginton
Over a career spanning 38 years, Jim has assisted more than 100 under-performing companies and companies in turnaround situations in a wide variety of industries. Jim had acquired, improved and sold a dozen operating companies in the automotive, packaging, industrial service and technology industries.
Lyle Anderson
Lyle has over 25 years of experience and has performed due diligence, business performance analysis, business plan feasibility assessment, multi-faceted financial analysis, pre-public market and stand alone valuation opinions and other financial reviews on over 500 different businesses in a wide variety of industries, companies and circumstances.
Steve Carnevale
Steve has worked for 15+ years in venture capital and private equity investing, working in critical areas of strategy development and governance for emerging companies.
