Corporate Development
Advisory Services
Turnaround & Crisis
Management
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CORPORATE FINANCE AND CORPORATE DEVELOPMENT
Special Teleconstructors, Inc.
Assisted a thirty-two-year-old high school graduate in taking his construction company public at $5 per share in 1994; helped sell the company for $30 per share in 1999. Specialty Teleconstructors, Inc., grew from 60 to 500 employees and its market capitalization increased from $20,000,000 to $750,000,000. Sold 45% of the firm to a company funded by Hicks, Muse, Tate & Furst in 1998 as the last step before harvesting the business. Served as Director and management consultant. Chaired Audit and Compensation Committees.
National Non Profit Scientific Research and Development Think Tank
Participated as the turnaround consultant in the restructuring of a globally recognized bioinformatics center. Project called for eliminating 50% of overhead costs without affecting the resources dedicated to research and bringing the entity to a virtual break-even through the aggressive pursuit of grants and government contracts. Responsible for restructuring company's balance sheet by arranging lines of credit ($4,500,000) and a loan to acquire their building ($8,000,000).
Municipal Bond Financing
Participated in successfully restructuring a municipal bond financing for an under performing office building ($5,000,000).
Factoring Company
Created a factoring company to solve the cash flow needs of a growing silk-screen company that sold piece goods to the golf industry on a nationwide basis. After developing the financing concept for this company, local investors were identified and recruited. The company has since emerged from bankruptcy and the investors started a factoring company.
Defense Contractor
Established a factoring relationship for a defense contractor.
Start-up Apparel Company
Guided a start-up apparel company that financed its bootstrap operation.
Aviation Products Company
Assisted a public aviation products manufacturing, distribution, and R & D company establish an internal process by which a team of key personnel were able to trim expenses and create a real time financial monitoring and management process to avert a financial melt-down. The process surpassed owner's expectations and the employees have begun to actively participate in all key management decisions. Eventually the Company formed an ESOP.
Southwest Indian Jewelry
Assisted three family members bridge a generational gap in a twenty-five year old Southwest Indian jewelry manufacturer, wholesaler and retailer by addressing succession issues and professionalizing business processes.
Department of Defense
Assisted a top level DOD test and evaluation agency develop a new strategic "posture" in response to changing environment. Agency is responsible for counter measures testing and is independently funded by the Office of the Secretary of Defense (White Sands Missile Range) and led a strategic planning off-site seminar for the Atlantic Fleet Weapons Testing Facility (Roosevelt Roads, Puerto Rico).
