LLC.

The owner and CEO of a mid size regional food distribution company serving restaurants across the southeast engaged Brian with the desire to improve the overall performance of his company. During the initial Gap Discussion the client expressed a specific concern about his growing personal liability tied to the debt of the company. We were able to assess the business, review the company balance sheet and debt structure and identify unleveraged financial assets that were used to reduce the business owner’s personal guarantee by $2 million.

The owner of a mid size pharmaceutical company engaged Brian to start a net new revenue stream by going direct to consumer. During the successful engagement to launch the direct distribution channel, the team began working with the existing shipping department to send product. Brian discovered that the shipping department was operating under antiquated regulatory requirements that were no longer applicable. The shipping process was updated and resulted in reducing shipping costs by over $1 million a year. The net new revenue stream grew to $30+ million within a three year period.

During a customer engagement for optimizing sales growth within a $6 million P/Y business, the sales call center payroll costs were evaluated. The existing structure was varying levels of hourly compensation with no direct incentive bonuses. Brian worked with the business leadership to institute a commission structure based on cost per output/transaction vs cost per hour. As a result, unit transaction cost went down by 33% and individual hourly compensation went up by 50%. This significantly contributed to rapid growth in sales of over 500% growth in 24 months.