This client's annual sales had plummeted from $14 million to $7.3 million. Profits also dropped from $400K to a loss of $600K – and the bank called the loan.

G&ZM developed a business plan to restore the company to profitability and viability. We also got the loan renewed. Then we hired a VP of Operations who improved job gross profits from 4‰ to 11‰ of sales. Also, we redirected the company's selling efforts to focus more on the private sector – yielding gross profits of 26‰ on sales of $460K in this new market.

In addition, we implemented tight, computerized job-cost controls. In one year, this company generated profits of $200K (an $800K turnaround), with the largest gross profit and net profit percentages of sales in its 40-year history.

This company was teetering toward bankruptcy. It had lost $500K on sales of $12 million, and continued to lose $100K per month.

G&ZM turned the situation around by slashing inventories by 40‰, receivables by 10‰, and operating expenses by 15‰. We also raised $1 million and converted $500K of accounts payable into notes payable.

These measures extended the company's life by 6 months. However, due to the collapse of the construction industry, G&ZM eventually had to negotiate sale of the company's assets to a competitor. Also, by facilitating total repayment of a $3.2 million loan, we freed up $1 million of owners' collateral. Owners and key managers now have jobs with the competitor.

The performance of this marginally profitable company was stagnating. G&ZM helped break bad routines by improving methods, coaching supervisors, enhancing quality controls, initiating capacity-based scheduling, and developing a database to improve profitable "bid-winning" performance.

Subsequently, this company expanded to additional locations – an important advantage in such a transportation-sensitive industry.