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BUSINESS TURNAROUND STRATEGY STEPS DON’T HAVE TO BE ONLY UPHILL

business turnaround strategy stepsIntroduction

Business turnaround strategy steps are all around us. The retail industry is a prime example of many companies trying to make their businesses profitable. In Canada, Hudson’s Bay Company has been trying to find the right turnaround formula. In the United States, Bed Bath & Beyond has been trying to turn themselves around.

Corporate restructuring, of course, is not limited by industry type. The retail industry is merely a high profile business sector that has been in the news for years now with the struggles of brick and mortar retailers.

The purpose of this Brandon’s Blog is to provide an introductory view of the world of business restructuring. I will discuss 3 main areas:

  • What is a turnaround strategy?
  • How do I turnaround a failing business?
  • What does a turnaround specialist do?

What is a turnaround strategy in business?

Business turnaround strategy steps involve the practice of taking an ailing company, bringing in experienced and knowledgeable external support and enacting a recovery plan to put the firm back on the straight and narrow. A business turnaround is when an organization needs to drastically improve its financial results in order to survive.

Regardless of what kind of business needs a turnaround strategy, urgency is almost always a factor. There is always a finite time limit for achieving the results of the business turnaround strategy steps. A business turnaround is one of the most difficult maneuvers a business owner will ever make.

If your business has failed to pay accounts on time, or even if rumour and counter-rumour of any business turnaround have reached a supplier before you have discussed it with them, it may lead to the supplier imposing draconian payment terms that most probably would jeopardize the success of any turnaround recovery plan.

Therefore, you must get out ahead of the issues when you first recognize that business restructuring is necessary. Only in that way will the business owner and management remain in control of the turnaround process.

How do I turnaround a failing business?

Before a successful business turnaround can be implemented, it is crucial to understand what got the company where it is now. This is accomplished by first doing a comprehensive study of where the company has been. Many of the questions that must be asked are:

  • What are its strengths, opportunities and weaknesses?
  • What has led to the continued poor financial results?
  • Are all the product lines appropriate?
  • Is there one or more new products that the turnaround is going to be based upon?
  • What operational changes must take place to streamline the business and make it more efficient?
  • What cost-cutting needs to take place?
  • What key investments need to be made for the company’s future success?
  • How does the company’s balance sheet need to be restructured so that once it comes out of the restructuring there is not too much debt?
  • Is there adequate financing available to effect the business turnaround?

Assessing the situation is essential before a successful business turnaround strategy steps plan can be implemented. It is crucial to first understand what got the company where it is now. Ultimately, it is this comprehensive business review that will reveal what the company requires.

Business turnaround strategy steps are more complicated than just consolidating debt. The heavy debt load is the result of all the business problems and losses. A successful restructuring requires fixing all the underlying issues that have created the financial losses and heavy debt load. The business turnaround plan will certainly focus on rigorous cost reduction across all categories and functions will take time to complete it. The results of a successful restructuring will be well worth the effort.

Summarizing the most important business turnaround strategy steps

In my opinion, the most important steps in any company restructuring process are:

  • Take control of your cash flow. If the business is hemorrhaging cash money, take action to stop it as quickly as is possible.
  • Make certain you have the right group in place.
  • Change your company strategy.
  • Right size your costs.
  • Make certain you have the money to finance your organization’s turnaround.
  • Share your plan with crucial stakeholders.

What does a turnaround specialist do?

Business turnaround strategy steps can be completed solely by management. However, my experience shows that seeking expert advice from legal and financial professionals should be strongly considered. It is essential for the company wishing to restructure to retain the services of a turnaround specialist.

Since the business may need to invoke a “time out” to protect itself against enforcement actions by creditors, formal insolvency proceedings may very well be required. More often than not, business restructuring is implemented under a bankruptcy protection filing. If a business turnaround is a possibility, this type of bankruptcy filing makes the most sense.

So, not surprisingly, a licensed insolvency trustee (formerly called a bankruptcy trustee) (Trustee), is the turnaround specialist. In most cases where a business turnaround can be effected, the most important thing is for the owners to take professional advice at the earliest possible point in time.

The Trustee becomes the “traffic cop”. The Trustee makes sure that scarce resources are properly implemented. That the various operational problems identified in the comprehensive study are being addressed and corrected. The Trustee must also communicate and negotiate with all stakeholders.

One of the keys to achieving all business turnaround strategy steps is not only having the alignment of senior management but also having clear alignment and commitment from middle management. Another key factor in a business turnaround is the need for the Trustee to promote a paradigm shift in thinking, behaviour and approach from within the company. Continuing to do the same thing will lead to the company’s death.

The Trustee must encourage discussion and debate. Achieving the results of the business turnaround strategy steps is more art than a science. There are always different perspectives that are worthy of consideration. Companies in need of a financial business turnaround can benefit from the expertise offered by the Trustee. The Trustee is independent of past decisions and therefore is unbiased as to what must be done to save the business. Corporate restructuring and the business turnaround strategy steps are complex. The Trustee must make sure that all the moving parts are being dealt with properly, while management and non-management personnel alike must focus on their individual areas and tasks.

Nowadays, a turnaround is less likely to be completed only domestically, and often times international issues such as having an overseas manufacturing base and business partners are of key importance. In the domestic business segment, business turnaround is the need of the hour and management must work with renewed focus and energy to improve market share, reduce the costs, streamline the supply chain and ensure the launch of products on time. Overall, while streamlining the operations, the focus on the customer cannot be lost.

Combining the experience of the CEO, senior management and non-execs in the business turnaround strategy steps can help steady the ship, identify the blind spots as well as opportunities from the outset. By involving all levels, the entire company personnel will understand what needs fixing, will identify the best solutions and all work together in the business turnaround.

Many times, a turnaround calls for:

  • leadership changes;
  • improved change management skills;
  • ratcheted up customer service, and:
  • the introduction of new initiatives.

Trying to push through such significant changes can feel like an uphill struggle. One of the roles of the Trustee is to keep everyone focussed and all new initiatives and necessary changes moving forward and that the implementation is being done on a timely basis.

A company turnaround is a tremendous learning experience. No business turnaround is complete unless you’ve taken time to sit back as a team and think about what you’ve just been through. Reflecting on what went wrong, how it was corrected and the work that still needs to be done on implementing and monitoring the new business plan and the business results is very therapeutic and necessary.

Summary

Completing all the business turnaround strategy steps on time will lead to successful corporate restructuring. A successful company restructuring will result in a healthy operation and a valuable saleable asset. Does your company have too much debt and in need of corporate restructuring? Wouldn’t it be beautiful, though, if you could do a turnaround for your organization?

The Ira Smith Team understands how to do a complex restructuring. However, more importantly, we understand the needs of the entrepreneur or the person who has too much personal debt. You are worried because you are facing significant financial challenges.

It is not your fault that you are in this situation. You have been only shown the old ways that do not work anymore. The Ira Smith Team uses new modern ways to get you out of your debt troubles while avoiding bankruptcy. We can get you debt relief freedom.

The stress placed upon you is huge. We understand your pain points. We look at your entire situation and devise a strategy that is as unique as you and your problems; financial and emotional. The way we take the load off of your shoulders and devise a debt settlement plan, we know that we can help you.

We know that people facing financial problems need a realistic lifeline. There is no “one solution fits all” approach with the Ira Smith Team. That is why we can develop a restructuring process as unique as the financial problems and pain you are facing. If any of this sounds familiar to you and you are serious in finding a solution, contact the Ira Smith Trustee & Receiver Inc. team today.

Call us now for a free consultation. We will get you or your company back on the road to healthy stress-free operations and recover from the pain points in your life, Starting Over, Starting Now.

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Brandon Blog Post

COMPANY RESTRUCTURING PROCESS CASE STUDY: HOW WE USED BUSINESS RESTRUCTURING IN CANADA TO SAVE THE BUSINESS AND JOBS

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Company restructuring process: Introduction

Over the last two weeks, we have provided you with real case studies from our files. This week’s case study is about our involvement with a company restructuring process so its business could continue to serve its clients and maintain most of the jobs.

Two weeks ago we described a personal insolvency case study, CLAIM BANKRUPTCY IN ONTARIO CASE STUDY: SHE REALLY WANTED TO BUT WE STOPPED HER AND SOLVED HER PROBLEMS, was about the surgeon who became insolvent because of a failed business venture and a divorce. The events leading up to the doctor’s insolvency convinced her that she had to go bankrupt. We then described the steps we took to restructure her affairs so she could avoid bankruptcy. She completed a successful Proposal under the Bankruptcy and Insolvency Act (Canada). More importantly, she regained her confidence, we eliminated her pain points and she is once again thriving emotionally, physically and financially.

Last week, we described a situation where we used our skill set in a different way. In our case study, COURT APPOINTED ESTATE TRUSTEE CASE STUDY: IF IT WAS EASY YOU WOULDN’T NEED US, we described how we ended a war between the two beneficiaries under a Will and monetized the assets for their benefit. In that situation, the Court appointed us as the court appointed estate trustee.

Company restructuring process: The social media agency

The company was a social media agency. Their clients were some of the largest household names in North America. The company made sure that their clients’ websites were eye-catching, technologically advanced using leading search engine optimization (SEO) and search engine marketing (SEM) techniques. In short, their clients had to show up on page 1 of an online search and that their websites were eye-popping and functional. The company was a Canadian and North American leader.

Company restructuring process: Life got in the way

The sole shareholder and Director experienced some health issues with a family member; that required her attention. She was tending to that emergency and it took her away from the business for lengthy periods of time. Experienced senior staff ran the business in her absence. The entrepreneur felt she could deal with business matters by telephone. They established a process where she signed documents and cheques prepared by staff members using couriers.

Company restructuring process: Senior staff were not trustworthy

WRONG!! Although she trusted the senior staff, they turned out not to be trustworthy. They made mistakes and assured the owner that the documents and cheques they prepared were correct.

They also provided her status reports assuring her that all client activities and projects were all on schedule. The reality was that certain senior staff were plotting to establish their own agency, to steal clients. The sole Director felt something was not right, but she could not pinpoint from afar what the issues were. She returned to the office and discovered that her worst fears were her new reality.

Company restructuring process: How bad was it?

Things were very bad. Billings were way behind. Cash flow had dried up. As a result of the lack of cash flow, the company was now behind in rent and had collected but did not remit source deductions totalling over $300,000. The unremitted source deductions formed a trust claim over all the company’s assets, ahead of the company’s bank. Learning all this information made the bank very uneasy and unwilling to lend any more money.

Company restructuring process: The short-term steps in financial restructuring

The sole Director and shareholder of the company contacted us. She was operating in panic mode. We assessed the situation. Our preliminary assessment was that catching up on the billings and the clients paying them in the normal course, good cash flow would return. There was also a good book of projects to start on; just not as many as normal. Thankfully, no clients had left yet.

The short-term plan we developed had 7 steps:

  1. Fire the staff involved in the attempt to start-up their own firm and steal clients. Pay their normal wages and vacation pay, but not pay in lieu of notice.
  2. File immediately a Notice of Intention To Make a Proposal (NOI) to invoke the stay of proceedings (Stay Period) so that no creditor could take action against the company.
  3. Immediately bill all unbilled projects and begin collection efforts on any outstanding invoices.
  4. Reach out to all major clients to reassure them that the entrepreneur was in control after returning from the family emergency and that she would personally be supervising all work performed.
  5. Prepare a crisis cash flow model that thankfully showed that the company could cash flow itself since the amounts owing to the unsecured creditors was not caught in the restructuring.
  6. The company required fresh capital. Luckily, the entrepreneur had enough funds to inject.
  7. Meet with the company’s banker to explain the situation and share the emergency cash flow to show that the company did not need any new funds from the bank and that the principal was going to inject the temporary funds necessary. This gave the banker the assurance that the bank line would not be pressed any further, and that the entrepreneur was willing to put her money where her mouth was.

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    company restructuring process

Company restructuring process: The long-term plan

Now that the situation was stabilized, we worked with the company to look at longer term restructuring needs. It needed a business debt restructuring process. We determined that the company had too much space. As it did not need to immediately replace the terminated staff, it now did not need as much space. Certain space could be given up without affecting the main space and the business.

The landlord of course was not happy about this, but was willing to work with the company. If the landlord was not cooperative, the backup plan was to repudiate the unnecessary space through the formal restructuring plan.

The terminated employees retained legal counsel, who made himself known. Various issues arose from this. Were they going to seek leave of the bankruptcy court to launch litigation for damages against the company? What counterclaim could the company prove? Should we agree to attempt to value what claims they may have without litigation and include them in the restructuring plan?

Company restructuring process: The need for more time

Upon the filing of the NOI, the company obtained a first 30 day stay where its creditors could not pursue it and to file the real restructuring proposal. The company had to run for at least a few weeks to assess if the real performance was similar to the cash flow forecast developed on day 1.

Therefore, the company’s lawyers went to bankruptcy court to seek a 45 day extension for the company to file its bankruptcy protection restructuring plan. As Trustee, we had to prepare and file our report with the court to attest to the fact that:

  1. an extension of the Stay Period is required to enable the company to continue to run in the ordinary course and complete its restructuring proposal;
  2. the company continues to act in good faith and with due diligence; and
  3. no creditor would be materially prejudiced by the extension of the Stay Period.

The Court granted the extension for this company restructuring process.

Company restructuring process: The corporate debt restructuring process

We could now finish the real corporate restructuring proposal through this bankruptcy protection process. Given the unknown of the final valuation of the terminated employees’ claims, if any, we had to build in further protection for the company. We decided that the company’s bankruptcy protection plan would be what is known as a “basket proposal”. The amount of funds available for the unsecured creditors would be a fixed amount. So, whatever the claims ended up being, the size of the pot never changed.

Under the bankruptcy laws in Canada for a corporation undergoing a corporate restructuring, we had to ensure that there were sufficient funds for the unsecured creditors to share in “the pot”. The amount had to be realistic, to get the required majority of unsecured creditors voting in favour of the corporate restructuring plan. We also had to ensure that the bank was not being compromised in the proposal and that we communicated that clearly to the bank.

Company restructuring process: The government trust claim

As stated above, the unremitted source deductions were a trust claim. The restructuring bankruptcy laws in Canada state that such a claim has to be repaid in full within 6 months of Court approval of the restructuring proposal. We revisited the company’s cash flow. Although the company was on track, over the next year, money was needed to reinvest in the business.

The entrepreneur had no more money from her own resources. Therefore, after allowing for operations and the payment of the past unremitted source deduction amount of about $300,000, we could only offer the unsecured creditors roughly 5 cents on the dollar of the proven claims from future operations. The company promised to pay that amount within 6 months of retiring the government trust claim amount. So, within 1 year of Court approval, the unsecured creditors would get their money from the corporate restructuring plan.

Company restructuring process: Solving the terminated employee claims

Seeing this, the terminated employee group did not wish to spend funds on litigation, only to receive 5% of whatever claim they may have from the restructuring plan. We ended up agreeing to a very modest amount to represent their claims in the proposal.

The meeting of creditors was held and we obtained the required majority of creditors voting in favour of the business restructuring proposal. The creditors realized it was a better outcome than if they voted the company into bankruptcy. They voted in favour of the company restructuring process. We then obtained the necessary Court approval.

Company restructuring process: The result

The company turned its operations around. It survived the coup by the terminated employees. The company produced enough cash profits to retire the government trust claim debt within 6 months of court approval. It also paid the proposal fund amount to us as Trustee on time, to be distributed to the unsecured creditors.

The company successfully restructured and operated profitably afterwards. The entrepreneur was able to sell her company several years later and retire.

Company restructuring process: The financial restructuring process

The financial restructuring process is complex. The Ira Smith Team understands how to do a complex corporate restructuring. However, more importantly, we understand the needs of the entrepreneur. You are worried because your company is facing significant financial challenges. Your business provides income not only for your family. Many other families rely on you and your company for their well-being.

The stress placed upon you due to your company’s financial challenges is enormous. We understand your pain points. We look at your entire situation and devise a strategy that is as unique as you and your company’s problems; financial and emotional. The way we dealt with this problem and devised a corporate restructuring plan, we know that we can help you and your company too.

We know that companies facing financial problems need a realistic lifeline. There is no “one solution fits all” approach with the Ira Smith Team. That is why we can develop a company restructuring process as unique as the financial problems and pain it is facing. If any of this sounds familiar to you and you are serious in finding a solution, contact the Ira Smith Trustee & Receiver Inc. team today.

Call us now for a free consultation. We will get your company back on the road to healthy stress free operations and recover from the pain points in your life, Starting Over, Starting Now.

COMPANY RESTRUCTURING PROCESS 11
company restructuring process
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