At this company, sales were static and margins were deteriorating. G&ZM used activity-based costing to identify where money was made and lost, by product and customer. We refocused ales efforts toward more profitable products and market niches. We also established a variable-contribution approach for pricing custom products (which comprise 60‰ of the business).

Soon, profits increased and inventory turned faster without a significant increase in sales.

This company had lost $2.2 million. G&ZM provided strategic and annual business plans for this client. We also identified opportunities to cut material costs by $1 million, direct labor costs by $400K, and overhead by $200K per year. We installed a weekly cash-flow planning and control system.

The bank accepted our strategy and plan, offering the $12 million restructured financial package we requested. This company currently is profitable, with favorable prospects.

The Eastern Division Bankruptcy Judge appointed G&ZM as a "disbursing agent" for this Chapter 11 company. Consequently, we:

• Collected all assets and invested them in treasury bills and CD's.
• Produced quarterly reports of the estate to counsel and creditors.
• Audited claims to ensure that all creditors were treated fairly.
• Computed the dividend to be distributed to the creditors.
• Distributed checks to all creditors.

When G&ZM first encountered this company, it was only $2 million. We aided its growth by established production-management controls as well as pricing and inventory disciplines. Subsequently, we guided the owners in expanding the business by increasing profitability and ROI, moving to larger operating quarters, and vertically integrating backwards.

Today, this company is recognized as an important supplier in several product categories.

G&ZM reversed losses by implementing activity-based costing analyses that redefined profitability by product and customer. This helped the company identify and implement corrective actions, which led to increased prices and lower material costs.

Manufacturing process failures crippled the production of a major new product that represented a substantial amount of sales. Within five weeks, G&ZM established new process control practices that resulted in profitable product yields.

G&ZM led the profit turnaround of this 75-year-old company. We developed a succession plan in this multi-generation firm. We also hired new marketing and engineering executives. This led to successful customer/product rationalization, new product expansion, and increased profitability.

This client, and its bank, asked G&ZM to produce a report highlighting methods to generate enhanced liquidity of this profitable company. We suggested methods to sell off surplus inventory, increase turns of active products, and collect receivables faster.