 |
|
|
WHO ARE WE? Over the years, this question this been put to us with varying degrees of skepticism and even hostility. While we conduct ourselves as professionals at all times, we believe that the best way to address this is to give you a sample of some of the more blunt questions that businessmen have put to us together with our responses. "Who Are You People-Where Do You Come
From?" "Who Are You People-Where Do You Come From?" We are first and foremost experienced businessmen who have managed troubled companies in various stages of distress. Some of us have risked their own capital in acquiring, operating, turning around and selling businesses. In our "prior lives", we have all served as top operating or financial executives in small and medium sized companies. "We Don't Use Consultants-We've Had Too Many Problems With Them" We are not the "hit and run" consultants that you may have encountered in the past; those who promise the world, write a report and then disappear when implementation is needed. Implementation is the key for both of us. Where we differ from the typical "Consultant" is that we have managed businesses amid the chaos and uncertainty of a crisis or turnaround. We are entrepreneurs; some of us are survivors of their own troubled business. We are direct in our approach and decisive in our recommendations and actions. "You Guys Are Just Outcasts Who Can't Keep A Regular Job" We have long ago determined that working an entire lifetime for one company, with one set of circumstances, one group of challenges is stifling and kills the creative energy in us. When we are asked to get involved with a troubled business, one of our main objectives is to work ourselves out of a job! And let's face it: The "permanent" job is rapidly becoming a thing of the past. Nowadays, the trend is to "outsource." In our case, that means to bring in highly experienced, focused individuals who can rapidly (and more cheaply) get the job done. "You Don't Know Our Business-You Can't Understand Our Problems" The quick answer is that the relevant knowledge and skill is in managing the process. The more your management has accepted the way things have been, the less adaptable they will be to change--which is what is required. Coming from the same industry often times tends to limit the creativity for solving difficult problems. (However, we do not dismiss industry experience. For a sample of our industry experience, click here). Interim Managers manage companies for a living. Our methods are learned not just from one company or from a competitor, but are proven over and over across many industries.
|