Achievements and Results

- Company returned to profitability in 12 months

- Company management hierarchy completely reorganized

- Cash burn halted


The Problem

A metal transformation company was losing money, badly. The company was active in manufacturing and selling a broad range of products for application in various industrial, automotive, construction, and aeronautic industries. The company struggled with resource planning and analytical cost accounting. The problems became so bad that the private equity fund that held the majority shares called in the expert to perform a due diligence review and recommend a way forward.


The Solution

The expert completed a review of the company structure and expenses to determine where improvements could be made. Within a couple of weeks, the expert delivered a report proposing a number of short-term urgent recommendations to immediately halt the cash burn, as well as longer term ones designed to return the company to profitability. All of the expert’s suggestions were validated and approved by the private equity fund.

Having secured approval, the expert recruited and hired a full-time CEO to aid in the transition while the company was being turned around. In addition, the expert sought and hired several other transition managers in key functions such as strategic purchasing and industrial operations. Throughout the complete reorganization process, the expert managed everything while providing specific support in special projects.

Part of the reorganization involved design and implementation of an Enterprise Resource Planning system, a company-wide database to ensure any and all operations are carried out appropriately.

To help the company’s money problems, the expert sold some of the company subsidiaries and real estate assets in order to reimburse the remaining debt. 


Benefits Realized

The implementation of the complete reorganization process very quickly brought tangible results, including an immediate stop in cash burn, the introduction and wide usage of the ERP system, and the launch of an analytical cost accounting and controlling project, just to name a few. The company was back to profitability 12 months after initiating expert’s corrective action plan.

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Peter Habicht, Lead Consultant
Peter specializes in welding and metallurgical engineer with 40 years industry experience in commercial nuclear power plant construction.


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