CASE STUDY 1: National Meal Delivery Company
The Challenge
Company Profile:
Industry: Meal Delivery / Food Manufacturing
Revenue at Start: $19M
Team Size at Start: 32 employees
Timeline: 24 months of active growth
The Situation:
A fast growing national meal delivery company was at a critical inflection point. Revenue was climbing, but so were costs. Cash flow was tight despite top line growth. The founder had big ambitions, national expansion, new product lines, and an eventual exit, but the operational infrastructure couldn't support the vision.
Key Problems:
Cash flow crisis: Current ratio of 0.80:1 (more liabilities than assets)
Shipping costs bleeding profitability: Next day air for most deliveries
No vendor leverage: Average vendor terms of 0-7 days (paying on delivery)
Inventory chaos: 45 days of finished goods sitting in warehouse
No organizational structure: No HR, no IT, no clear reporting lines
Scaling without systems: Growth was happening, but it was fragile
The founder needed someone who could scale operations without sacrificing speed, and do it without outside investors or debt.
The Solution
Strategic Approach:
As COO & Chief Product Officer I had one mandate: build a company that could scale to $100M and sell for maximum valuation.
Instead of just cutting costs, I focused on cash flow architecture, unlocking trapped capital and building systems that could absorb hyper growth.
1. Cash Flow Architecture
Problem: Current ratio of 0.80:1 meant the company was technically insolvent.
Solution:
Negotiated vendor terms from 0-7 days to 30-45 days
Extended payment windows without damaging supplier relationships
Reduced finished goods inventory from 45 days to 8 days
Implemented demand planning and purchasing controls
Result:
Improved current ratio from 0.80:1 to 5.00:1 in 14 months
Generated $2.6M in additional vendor credit
Freed up working capital for growth without loans
2. Shipping Cost Optimization
Problem: Shipping costs were eating 20%+ of revenue due to next-day air for most orders.
Solution:
Analyzed shipment patterns and customer behavior
Converted 80% of recurring shipments to 2-day ground nationwide
Maintained service quality and on-time delivery rates
Result:
Reduced shipping expenses by 8% of revenue (~$5.2M annually)
Reinvested savings into marketing and revenue generation
3. Product Innovation Through Food Science
Problem: Founder wanted to increase protein content without raising costs (protein from meat is expensive).
Solution:
Applied food science principles from Frito-Lay background
Developed a protein enhanced sauce base that could be modified for every dish
Increased protein by 20% at a fraction of the cost vs the cost of meat
Result:
Higher protein meals without substantial cost increase
Competitive differentiation in crowded market
Customer retention improvement
4. Organizational Infrastructure
Problem: 32 employees with no HR, no IT, no clear structure.
Solution:
Established HR and IT departments from scratch
Created mission/vision/values alignment across the organization
Built leadership team and clear reporting structures
Scaled team from 32 to 223 employees
Result:
Team could absorb hyper growth without chaos
Culture remained intact through rapid scaling
Result:
National footprint without sacrificing operational control
Consistent quality across all locations
The Results
Financial Performance:
Revenue Growth: $19M → $65M in 24 months (242% growth)
Valuation Increase: 15x valuation without external investors or debt
Cash Flow Transformation: Current ratio 0.80:1 → 5.00:1
Cost Savings: ~$5.2M annually in shipping + ~$60K monthly in product optimization
Working Capital: $2.6M in additional vendor credit generated
Operational Performance:
Team Growth: 32 → 223 employees
Shipping: 100% next day air → 80% 2-day ground nation wide
Inventory Optimization: 45 days → 8 days finished goods
Vendor Terms: 0-7 days → 30-45 days
Organizational Infrastructure: HR and IT departments established
Strategic Outcome:
Built an exit ready company positioned for acquisition or continued growth to $100M.
Key Takeaway
Most COOs would have just focused on cost cutting to improve profitability. I focused on unlocking trapped capital and synchronizing operations with sales promises.
The result? Hyper growth without dilution, debt, or breaking the business.
CASE STUDY 2: Artisan Chocolate Company
The Challenge
Company Profile:
Industry: Artisan Chocolate Manufacturing
Revenue at Start: $12M
Company Age: 23 years
Situation: Facing Chapter 11 bankruptcy
Timeline: 14 months of active turnaround
The Situation:
A beloved 23 year old artisan chocolate company was in crisis. Despite brand loyalty and a premium product, the company was hemorrhaging money, carrying $2M in liabilities, and weeks away from filing for bankruptcy.
The founder had built something special, but couldn't figure out how to make it profitable.
Key Problems:
Bleeding cash: Negative EBITDA, burning through investor capital
$2M in liabilities: No clear path to pay it down
Inefficient manufacturing: Outdated equipment, low margins
No national distribution: Limited to local/regional markets
Operational chaos: No systems, no structure, no financial controls
Imminent bankruptcy: Chapter 11 filing was the likely outcome
The company needed more than a turnaround consultant. It needed someone who could save the business, rebuild profitability, and position it for long term success.
The Solution
Strategic Approach:
As the Director of Operations, I was promoted to CEO with a clear mandate: avoid bankruptcy, restore profitability, and build a sustainable business model.
This wasn't about incremental improvements. This required surgical precision, cutting what didn't work, rebuilding what did, and unlocking hidden value.
1. Financial Restructuring
Problem: $2M in liabilities with no ability to pay.
Solution:
Negotiated with creditors to restructure debt
Converted $2M liability into $400K over 4 years no interest
Sold creditors additional $500k in product
Result:
Avoided Chapter 11 bankruptcy
Created breathing room to rebuild the business
Enhanced owner equity by 40%
2. Cost Optimization (Without Sacrificing Quality)
Problem: SG&A expenses were bloated; inventory costs were out of control.
Solution:
Reduced SG&A expenses by 37% through operational discipline
Moved from ~8 months inventory to just on time model, optimizing inventory management, reducing costs by 30%
Eliminated waste without compromising product quality
Result:
Freed up capital for reinvestment
Improved EBITDA by 12.4% year-over-year
Maintained artisan quality while achieving efficiency
3. Manufacturing Upgrade
Problem: Outdated equipment was limiting capacity and crushing margins.
Solution:
Repositioned operational saving to secure $1.5M in manufacturing upgrades
Modernized production line for higher throughput
Implemented automation roadmap for long term efficiency
Result:
Improved capacity and margins by 19% year-over-year
Positioned company for scalable growth
Reduced labor costs while improving output
4. National Distribution Strategy
Problem: Company was stuck in local/regional markets with no path to national growth.
Solution:
Secured national grocery broker representation
Expanded retail market presence into major chains
Grew chocolate bars sales to 2M units annually
Result:
Unlocked new revenue streams
Built brand awareness beyond local market
Created foundation for continued expansion
5. Food Safety & Compliance
Problem: Food safety programs were outdated and put company at regulatory risk.
Solution:
Modernized food safety programs to current standards
Implemented compliance systems to meet retail requirements
Built operational discipline into daily workflows
Result:
Eliminated regulatory risk (audit ready all the time)
Met requirements for national retail partnerships
Protected brand reputation
The Results
Financial Turnaround:
Avoided bankruptcy: Prevented Chapter 11 filing
Debt restructuring: $2M → $400K over 4 years
EBITDA growth: +12.4% year-over-year
Owner equity: Enhanced by 40%
Cost reduction: SG&A -37%, Inventory -30%
New revenue: $500K in additional national bar sales
Operational Transformation:
Manufacturing upgrade: $1.5M investment, +19% margin improvement
National distribution: Secured grocery broker representation
Food safety modernization: Compliance programs implemented
Systems & controls: Financial discipline restored
Strategic Outcome:
Transformed a failing business into a profitable, sustainable operation positioned for growth or sale.
Key Takeaway
Most turnaround specialists would have gutted the company to save costs. I focused on preserving what made it special while ruthlessly eliminating what didn't work.
The result? A beloved brand saved from bankruptcy, rebuilt for profitability and positioned for the next chapter.
When people ask, "Can you save a business that's weeks from bankruptcy?" I point to this.
CASE STUDY 3: Manufacturing Facility Emergency Turnaround (14 Days)
The Challenge
Facility Profile:
Industry: Food Manufacturing (Feed is Food)
Location: Turlock, CA
Situation: Underperforming facility in crisis
Timeline: 14 days
The Situation:
I was sent to a national food manufacturing facility that was in full operational crisis.
The facility was:
Missing delivery deadlines consistently
Running weekend overtime shifts at premium rates just to keep up
Hemorrhaging profitability due to inefficiency
Experiencing safety incidents at unacceptable rates
Facing team morale collapse from constant firefighting
This wasn't a long term assignment. I had 14 days to stabilize operations, restore delivery performance, and eliminate the weekend overtime bleeding.
The mandate was clear: Fix it fast.
The Solution
Strategic Approach:
In emergency turnarounds, there's no time for 90-day strategic plans. You need to:
Diagnose the root cause (not symptoms)
Implement immediate fixes that create momentum
Build discipline so improvements stick
I spent the first 48 hours on the production floor, not in an office. I talked to line workers, supervisors, and shift leads. I watched the operation run. I asked one question over and over:
"What's stopping you from doing your job well?"
The answers revealed three core problems:
Problem 1: Production Scheduling Chaos
What I Found: The production schedule was built around sales forecasts that didn't match reality. This created constant firefighting, last-minute changes, and weekend overtime to catch up.
The Fix:
Realigned production schedule with actual demand patterns (not wishful thinking)
Implemented daily production meetings to address variances in real-time
Created buffer capacity in the schedule to absorb variability
Result:
Eliminated weekend overtime shifts
Met 98% of sales demand with on-time delivery
Reduced production lead time variability
Problem 2: Safety Culture Breakdown
What I Found: Safety incidents weren't random, they were predictable. Rushed work, fatigued teams, and lack of accountability created a dangerous environment.
The Fix:
Implemented daily safety huddles at shift start
Empowered line workers to stop production for safety concerns (no questions asked)
Recognized safe behaviors publicly; addressed unsafe behaviors privately
Removed "production at all costs" mentality
Result:
Reduced workplace injuries by 50% in 14 days
Elevated site to top 5 national safety performer within months
Restored team confidence and morale
Problem 3: Leadership Accountability Gap
What I Found: Middle management was stuck in reactive mode, no one was owning outcomes. Every problem was someone else's fault.
The Fix:
Established clear accountability: every shift had an owner
Implemented simple visual management: daily performance boards visible to everyone
Held 15-minute end-of-shift reviews: What went well? What didn't? What's the fix?
Result:
Supervisors started solving problems instead of escalating them
Team morale improved as people saw their input driving change
Operational discipline returned
The Results
Operational Performance (14 Days):
Eliminated weekend overtime at premium rates
Met 100% of sales demand with on-time delivery
Reduced workplace injuries by 50%
Restored team morale and operational discipline
Long-Term Impact (Post-Turnaround):
Facility elevated to top 5 national safety performer
Production efficiency sustained without relapse
Weekend overtime remained eliminated
Team culture shifted from firefighting to problem-solving
Key Takeaway
Emergency turnarounds aren't about grand strategy, they're about ruthless focus on the 3 things that matter most.
In this case:
Schedule discipline (stop the chaos)
Safety culture (protect the team)
Leadership accountability (own the outcomes)
Fix those three things, and everything else starts working.
Most consultants would have spent 2 weeks analyzing the problem. I spent 2 days diagnosing, 12 days implementing.
Speed matters when the business is bleeding.
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