Wednesday, February 25, 2009
Working Capital and "Going Concern" Issues
The poll that I have been running on Linkedin has indicated that the majority of respondents beleive that more than 20% of companies have working capital issues. I was quite surprised at the result. KPMG has released a paper on advice for companies and directors on assessing whether an organisation is a "going concern". Given the high level of anxiety around working capital issues, it is a must read for executives and Board Directors. See - http://kpmg.com.au/Portals/0/09FR-07.pdf
Thursday, February 19, 2009
What percentage of current organisations have working capital problems?
I am interested in understanding the level of "distress" in the market with regard to managing working capital and other operational issues. Some of the symptoms are company not paying their creditors on time and banks being reticent to lend for working capital problems. How do management cope and manage such situations?
Corporate Transformation and Advisory Services
Mark Rainbird has extensive corporate transformation and advisory experience. With over 10 years of Board, operational transformation and restructuring experience Mark can help your management team (and Board) execute and provide much needed capacity and capability in difficult and demanding times.
Mark has recently assisted a Mackay based Mining Services organisation to cut $600K per month from operating costs as the decline in mining services revenue impacted the company. This successful transformation involved leading the change management agenda and building a strong capable team to move the business forward.
Other transformation experience includes:
Re-focused operations while undertaking due diligence, merger / acquisition activities and a scheme of arrangement, leading to solid revenue bookings (dramatically exceeding plan), new products being launched, a customer service focus and a stronger team.
Undertook a major transformation involving concerted change management to deliver a $7M turnaround in profit year-on-year within a complex technology services company. Implementation involved delivery of business “building blocks” together with alignment of people and strategy.
Worked closely with clients to provide improved service levels while implementing improved management frameworks and reporting to drive operating efficiencies (utilisation and grade-of-service).
Grew an innovative mining services company from $25 to $50M in three years, by combining technical problem solving and commercial acumen to deliver strong business outcomes. Management of the bottom line, developing new opportunities and overseeing manufacturing were key elements to the success.
Partnered with Caterpillar to drive a leadership position in providing a “mine-to-market” technology portfolio (hardware and software) to dramatically lower mining costs. Provided leadership and execution of global roll-out including marketing and alliance programs.
Re-established mining business at CGEY through building strong client relationships and bold propositions. An innovative “Mining for Profit” strategy provided a catalyst for client engagement and delivery of core business and technology assignments.
Mark has recently assisted a Mackay based Mining Services organisation to cut $600K per month from operating costs as the decline in mining services revenue impacted the company. This successful transformation involved leading the change management agenda and building a strong capable team to move the business forward.
Other transformation experience includes:
Re-focused operations while undertaking due diligence, merger / acquisition activities and a scheme of arrangement, leading to solid revenue bookings (dramatically exceeding plan), new products being launched, a customer service focus and a stronger team.
Undertook a major transformation involving concerted change management to deliver a $7M turnaround in profit year-on-year within a complex technology services company. Implementation involved delivery of business “building blocks” together with alignment of people and strategy.
Worked closely with clients to provide improved service levels while implementing improved management frameworks and reporting to drive operating efficiencies (utilisation and grade-of-service).
Grew an innovative mining services company from $25 to $50M in three years, by combining technical problem solving and commercial acumen to deliver strong business outcomes. Management of the bottom line, developing new opportunities and overseeing manufacturing were key elements to the success.
Partnered with Caterpillar to drive a leadership position in providing a “mine-to-market” technology portfolio (hardware and software) to dramatically lower mining costs. Provided leadership and execution of global roll-out including marketing and alliance programs.
Re-established mining business at CGEY through building strong client relationships and bold propositions. An innovative “Mining for Profit” strategy provided a catalyst for client engagement and delivery of core business and technology assignments.
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