Restructuring and Turnaround: Fabricated Metal Product Manufacturer

Client

Fabricated Metal Product Manufacturing

Needs

  • Our client wanted to explore alternatives to liquidation, which was recommended by another turnaround firm.
  • Preserving jobs was one of our main objectives.

Solution

  • Worked closely with our client’ s bank to develop and implement the plan.
  • Identified a private equity group capable of completing a transaction under very strict parameters imposed by the bank.
  • Assisted in negotiating and structuring the terms and conditions of the deal and facilitated the closing.

Results

  • Completed the transaction in 30 days.
  • Saved 180 jobs.
  • Ensured there was no disruption to customers.

Restructuring and Turnaround: Special Dies Manufacturer

Client

Special Dies Manufacturer

Needs

  • Initially asked to help a secured lender evaluate an offer to buy the assets of a financially distressed customer, our client ultimately engaged us to serve as receiver.

Solution

  • Managed the winding up of the client company with the goal of maximizing shareholder value.
  • Collected accounts receivable, prepaid expenses, and deposits and liquidated work-in-process and fixed assets.
  • Communicated with creditors and employees throughout the process.
  • Presented the dispersal plan to the court.

Results

  • Maximized collection and liquidation proceeds while minimizing associated costs.
  • Preserved the estate and satisfied creditors.

Turnaround Consulting: Commercial Printer

Client

Commercial Printing

A commercial printing company engaged BlueWater Partners Turnaround Consulting to help improve its cash flow and strengthen its balance sheet. In just 8 months, we met our goals. Moreover, the company’s senior lender returned the relationship to commercial banking from special assets.

Problem

  • Net loss in 5 of the last 6 years and 22 of the last 23 months
  • Lost significant shareholder equity during the same period
  • Negative sales trend
  • Senior lender moving relationship to Special Assets Group

Solution

  • Sell non-performing assets to raise cash and pay down debt
  • Reduce breakeven through targeted cost cutting, including permanent workforce reductions (one-third)
  • Use temporary workers to manage variability of business
  • Change board of directors’ role and hire a general manager
  • Develop daily flash report and weekly scorecard including key sales and operations metrics

To ensure a positive return on investment and help our client’s cash flow, we proposed a small retainer plus a success fee based on profitability.

Results

  • Achieved profitability within the first month of engagement
  • Liquidated a non-core business unit and sold under-utilized real estate
  • Reduced breakeven by 29%
  • Turned over day-to-day operations to new general manager
  • Negotiated new line of credit and covenants
  • Reduced external quality incidents to only one per month from 2-3 per week
  • Improved delivery times to less than 5 days from 2-3 weeks

 

Turnaround Consulting: Construction and Mining Machinery and Equipment Distributor

Client

Construction and Mining Machinery and Equipment Distributor

After its senior lender sent default letters and made it clear it wanted to exit the relationship, the shareholders of a family owned aftermarket construction and mining machinery parts distributor engaged BlueWater Partners Turnaround Consulting to advise on alternatives, including a sale to a supplier or liquidation. In the end, we worked with the lender and supplier to negotiate a loan participation agreement, which gave our client time to turnaround its operations, the bank an exit plan, and the supplier an opportunity to help save one of its major customers. The keys to success in this case?A comprehensive review of the company’s alternatives, a well developed understanding of each stakeholder’s interests, facilitation of wider and more inclusive communications, and BlueWater’s passion for creative solutions.

Problem

  • The recession eliminated the company’s earnings and weakened its already overleveraged balance sheet
  • Global production capacity contracted and credit terms tightened, leaving the company with inadequate inventory to meet customer demand as the economy started to recover
  • Lack of earnings, a weak balance sheet and tougher underwriting standards made refinancing highly unlikely and liquidation the most obvious next step
  • As is often the case, the company’s largest unsecured creditor was also its largest supplier
  • The company and the supplier had negotiated for 6 months, but were unable to agree on a payment plan to reduce the supplier’s exposure or the structure of a joint venture
  • The fourth generation of the founding family demanded that they remain in control of the company should it continue operations

Solution

  • Prepare a valuation opinion and analyze the company’s balance sheet for undervalued assets and short-term liabilities that could be restructured as long-term debt
  • Build a 13-week cash flow model and identified cost reduction opportunities
  • Prepare a liquidation analysis to illustrate the unattractive impact to the senior lender and supplier
  • Implement budget and plan to improve profitability during current year and next three years
  • Present breakeven analysis, 3-year projections, and turnaround plan to supplier
  • Improve communication and visibility with the senior lender to provide the time required to facilitate negotiations between our client, the supplier, and the senior lender
  • Facilitate three-way negotiations between our client, the supplier, and the senior lender

Results

  • Reduced breakeven by over 24% by cutting labor, manufacturing overhead, and SG&A
  • Successfully completed a “loan participation agreement” between the senior lender, the supplier, and our client
  • Senior lender secured a clear path to exit in less than 1 year, which was ahead of schedule
  • Supplier eventually transitioned from an unsecured to a secured position while retaining a major customer
  • Client retained ownership
  • Improved on time delivery performance by opening up credit lines with supplier during negotiations