Two equal partners who had built a profitable enterprise together over 20 years decided to go their separate ways. Overall, holdings included three businesses of unequal size and profitability in three locations. The partners owned real estate in two of the locations.

G&ZM figured out how to divide this enterprise equitably. The solution we developed yielded minimum tax effect as well as two viable businesses, each with good profitability prospects. Today, both entities are prosperous.

This company had just lost $1.9 million on $11.5 million sales, down from $15 million the previous year. When G&ZM got involved, we:

• Took over sales management.
• Revised pricing based on variable-contribution criteria.
• Installed capacity-based scheduling.
• Reduced accounts receiveable by $400,000 in two months.
• Negotiated $600,000 in accounts payable into notes payable and a one-year moratorium on $1.5 million of equipment leases.

These measures increased contribution to profit by $1 million in just one year. G&ZM also negotiated "no cash outlay" acquisitions and a structured refinancing and investment strategy for an investor group, yielding additional capital and business.

G&ZM developed a strategic plan for this producer of film for textbook publishers. We established more formal organization with clear lines of authority and responsibility as well as financial reporting to track corporate profitability. In addition, we developed job-cost accounting to discern profitable projects from losers.

This company sustained more than $1 million in losses. G&ZM created a strategy to that allowed the client to enter bankruptcy and emerge as a profitable downsized company.

This company was in "loan workout" for six years. G&ZM developed a strategy to get it out of loan workout and emerge as a profitable company. We negotiated payout with the bank for 50% of the amount due. The bank was satisfied because it received more money than would have been the case had the company got into bankruptcy and the loan been written off years earlier.

The company was happy, having reasonably satisfied the bank. It continues in business.

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.