The bills. The deadlines. The lenders calling constantly. The uncertainty.
When your company is in the financial hotseat, there’s no time for wishful thinking – your journey back to the black needs to start immediately. That’s where our turnaround advisory team steps in and helps you swap that deer‑in‑the‑headlights look for a “let’s-do-this” game face.
In survival mode, every company’s challenges (and cash burn rate) are different: some burn cash like a campfire while others are more like a five‑alarm warehouse blaze. We work with your team, and creditors to create a plan that’s built for you.
Engaging a turnaround consulting firm isn’t just about stopping the bleeding. It’s your opening play in your greatest comeback.
Let’s Start Planning Your Comeback
Next Point isn’t just another name in the lineup of turnaround consultancies and restructuring turnaround advisors.
For more than 20 years, we’ve coached hundreds of businesses through rough seasons, impossible‑looking matchups, and the occasional “Crazy Ivan” moments.
We cut our teeth helping lenders work through borrower situations that were anything but straightforward. When the usual playbook won’t cut it, you need someone who can see the whole field – and isn’t afraid to call the next move.
Working side‑by‑side with owners, legal teams, and lenders, we lay out the facts, clear the fog, and map a turnaround management strategy that’s actually doable and not just nice on paper.
Here’s the upside: lenders and other stakeholders notice when you bring in a business turnaround specialist. It changes the conversation from “What went wrong?” to “What’s the plan?”
Whether you need a coach, a co‑pilot, or someone to simply step in and help you call the right next plays, our turnaround advisory team is ready to help lead your comeback.
A tough financial situation doesn’t mean a dead end. Here are a few examples of how we guided companies on the brink back to sure footing and a better path forward.
With more than 50 years of success in Western New York, our client was a market‑leading distributor of roofing and siding construction products. But a major inventory write‑down – one the incumbent CFO couldn’t explain – triggered a move into workout with HSBC.
The CFO was soon removed, but the misstep had already created a serious hurdle for the business.
The road forward required quick thinking, clear priorities, and a buyer who could act fast. Here’s how it played out:
The deal closed in early December. HSBC and all other creditors were paid in full, and more than $1 million in equity was distributed to shareholders.
A clean exit & a solid comeback in the face of what could have been a forced liquidation.
Our client was a domestic producer of ceramic insulators for the North American power transmission and distribution industry.
The odds were stacked.
Our client – a domestic producer of ceramic insulators for the North American power transmission industry – was taking hits from every direction. In addition to foreign competition with cheaper labor, a recession that knocked demand down 25%, they were up against outdated production systems creating a mountain of excess inventory.
Add in a severely underfunded pension plan and the inability to service debt, they were at a tough starting position.
The road back wasn’t easy, but we created a playbook with each move designed to put the company back in control:
But even with these wins, the pension obligation was a roadblock too big to dodge. Filing Chapter 11 became part of the comeback plan & not the game over.
The company emerged from Chapter 11 with an approved plan and successfully transferred the pension plan to PBGC.
With strong operating performance restored, they secured lending from a traditional bank and continue manufacturing today.
A $30M commercial printer, adhesive manufacturer, and sticky‑note producer – family‑owned for two generations, with nine family members involved (four active in the business). The company was cash‑constrained and unable to fund growth.
The challenges piled up:
They served three very different customer segments, yet all financial reporting, costs, and overhead were blended under one entity. Some divisions were clearly more profitable than others, but the picture was too blurry to show buyers the true story.
The challenge: maximize value when most strategic buyers would only want one of the three segments. Here’s how we approached it:
The TLDR:, we built a playbook that turned a complicated, intertwined business into three clear, high‑value opportunities buyers couldn’t ignore.
All three divisions sold to different buyers. The total proceeds exceeded what the business would have sold for as a single entity.
In a price‑sensitive industry dominated by national competitors, our client was fighting uphill. The owner borrowed money for working capital, but instead of fueling growth, it ended up covering operating losses – a short‑term fix that left long‑term damage.
As losses mounted, key employees began to leave, making recovery even harder. The business was heading into dangerous territory.
Our turnaround advisory team focused first on the owner – framing the real issues, the available options, and exactly what was at personal risk. Continuing to pour personal funds into the business wasn’t sustainable.
From there, we explored every viable path forward:
The best option?
Sell the business to a strategic buyer. But time was of the essence.
We ran an expedited divestiture process while also acting as the point of contact with the bank, vendors, customers, and other stakeholders. Our business turnaround consulting experts negotiated terms that kept the business operating until the right buyer could be found.
In short order, the company received five letters of intent from strategic consolidators. The winning bidder – the largest public company in the industry – had the capacity and complementary products to serve the same customer base.
The sale preserved the business owner’s personal net worth and ensured the company’s customers continued to be served without disruption.
An all-around win.
It starts with a conversation. Where do you want to be in the future? What has to happen to make that possible? What’s holding you back?
The conversation is free and confidential.
Contact Ronald Teplitsky
