Reviving troubled companies:
Phases and actions in the turnaround process
Written by John Collard
Turnaround opportunities abound for those who have the knowledge and fortitude to go through the process. The rewards can be plentiful, and the failures catastrophic. Look for the root causes of trouble first. Then use the steps in the phases and actions in the turnaround process to effect change.

Rebuilding a company's value to prepare it for sale:
Part 1: Finding a viable fixer-upper investment
Written by John Collard
Investing in under-performers and rebuilding value has become a more acceptable practice. This is easy to say, yet tricky to implement. But there is a process to provide positive results.

Outside directors can save troubled companies:
(and they're helpful for everyone else too)
Written by John Collard
An outside director is a member of the board of directors or advisors who is not part of the executive management team. These individuals are helpful to your company because they rarely have conflicts of interest and they often see the big picture differently than insiders.

Raising money for under-performing companies:
Easier than you may think
Written by John Collard
There is an abundance of funding available in the marketplace for good deals. The key wording in this statement is of course “good deals.” When a company is in trouble, it is rarely considered a good deal without some fixing.

The time has come to liquidate your company.
How can you start over?
Written by John Collard
When a company is in trouble, the owner loses credibility. Bankers and creditors no longer believe what you have to say. Chances are, it is much harder to be creative with new stories to get cooperation. In the meantime, your assets are deterioating in value.

Show them the money: A case for incentive-based management.
Written by John Collard
Business owners willing to invest in realistic incentives that reward employee achievements are likely to reap the proceeds. The key to success is to set realistic goals and time frames, hold managers accountable for performance, and communicate measurement and reward methodology — then step back and let them perform.

Deathbed businesses: When a business stops growing, it starts dying.
Written by John Collard
Too often, companies die unnecessarily because most business leaders haven’t learned to recognize the symptoms of oncoming illness in their business. Leadership hasn’t had to deal with it in the past and is ill equipped when trouble sets in. The obvious signs of business trouble are rarely its root causes. Losing money, for example, isn’t the problem; losing money is the result of other problems.

Turnaround Strategist.  

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