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Work With Turnaround Professionals to Preserve Value   Lending and Risk Management News The Risk Management Association, formerly Robert Morris Associates; the official association representing the commercial bankers across the United States. Working with turnaround professionals to improve and preserve value. An overview of the process provides food for thought.

Recover & Preserve Value: Working Successfully With Turnaround Professionals Part 1, When is Turnaround Specialist needed, how to hire Part 2, How Specialist operates, why firms hesitate hiring   ABF Journal, Turnaround Corner, The magazine for the commercial finance professional. Working with the turnaround professional discusses when a specialist is needed, how to diagnose company trouble, how to hire and select a turnaround specialist, how the specialist operates and forges an agreement, and sheds light on why some businesses are leary of using these specialists.

Part 1

Part 2

Turnaround Specialists Can Stave Off Financial Ruin   Baltimore Business Journal Banking & Finance Special Edition The turnaround specialist should work himself out of a job to be most effective. A company's financial problems often result from mismanagement. When existing management who lead the company into trouble, doesn't have the skills to deal with crisis, a turnaround specialist may be needed. John M. Collard, Chairman, Strategic Management Partners, Inc. writes "The specialist offers a new set of eyes, skills and understanding of troubled situations to independently evaluate a company's circumstances. Turnaround Specialists add value." American City Business Journals syndicated this article to 42 cities nationwide.

Working with Turnaround Professionals   Commercial Loan Monitor Turnaround Pros: Who Are These Guys? An interview with John M. Collard on what to expect when working with turnaround professionals.

Work With Turnaround Professionals to Preserve Value   Capital Growth Venture Guide The Guide is published by Capital Growth Interactive, and focuses on investing venture, angel, and equity capital. The Guide provides information and advice from leading experts in the field of equity investing. There is a listing of investors and their investments, as well as a list of state funding sources and formal angel investor groups.

Businesses in Distress: Is Your Company a Candidate for Failure? (part 1) Turnaround Financing for Distressed Companies (part 2) Select, Engage, and Work With Turnaround Specialists to Preserve Value   Journal of Working Capital Management A quarterly publication from Warren, Gorham & Lamont dedicated to advancing the management of, and discussing the issues related to corporate working capital. This is a two-part series that describes in detail Working With Turnaround Professionals, the benefits and the process.

Working With Turnaround Professionals to Preserve Value An Overview of the Profession   TMA Directory of Members and Services, 1992-1996. The Overview of the Profession section describes Working With Turnaround Professionals. This section was written by John M. Collard. While that section has been condensed in later versions, many excerpts still are used. Excerpts are also being used as part of the Training Course offered by TMA to teach Loan Officers the value of working with turnaround professionals. Mr. Collard is an authorized instructor.

Defense Conversion — Strategies for Federal Government Contractors

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A Director's Guide to Defense Conversion: How to Avoid Minefields in the Marketplace   Director's Monthly , Strategy Briefs National Association of Corporate Directors. Defense contractors can convert to commercial and international markets, but doing business is not the same the world over.

Defense Conversion, Myth or Mystery?   The Military Engineer Magazine A magazine for the engineering management professional. Transition between markets, from and to commercial, international and federal, is complex business and must be handled by professionals who have been there before.

How to Restructure a Defense Contractor   Successful Restructurings Turnaround Corner. Inside the Country's Top Turnaround Firms. John Collard On: How To Restructure A Defense Contractor. From defense contractor and part of 'Star Wars' to commercial integrator working to improve the environment. A case study yielding six-fold growth.

Incentive-Based Management To Get Results

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Managing Employees Through Incentive Compensation If You Want Results, Show Them The Money!   Fabricator Magazine Official Publication of the Fabricators & Manufacturers Association, International. Provides a methodology to incentivize emploees based upon rewarding teamwork that produces results. The ultimate goal of the methodology is to improve the equity value of the company. Incentives are based 50% on what the employees are directly responsible for, 30% on how their performance other key elements of the business, and 20% on their ability to improve equity value or other elements within their control.

Incentive-Based Management -- Show 'em the Money   Printing Impressions Magazine America's most influential and widely read publication for commercial printers. The magazine focuses on informing the executive management in the industry. This piece demostrates the importance of utilizing incentive compensation plans aimed at accomplishing goals and directives to achieve results

Set Strategy — Build Mission Statement for Direction

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Mission Possible: Six Questions Your Mission Statement Should Answer   BMDO Update A quarterly publication of National Technology Transfer Center, formerly the Ballistic Missile Defense Organization. The publication links American Businesses with Ballistic Missile Defense Technology. Collard writes on the topic of preparing a mission statement to run a company to guide those who are experts at mission statements to run Missile Defense.

More Than Words A proper mission statement provides an understanding of future growth directions   Fabricator Magazine Official Publication of the Fabricators & Manufacturers Association, International. Mission Possible: What Your Mission Statement Should Say. Developing strategic direction and a mission statement by using a template with six key elements, and the importance of each. The Mission Statement should properly reflect company direction and solicite support.

Early Warning Signs of Companies Heading For Trouble

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Deathbed Businesses: When a Business Stops Growing. It Starts Dying.   Baltimore & Washington Smart CEO Magazines Too often, companies die unnecessarily because most business leaders haven't learned to recognize the symptoms of oncoming illness in their business. Leadership hasn't had to deal with it in the past and is ill equipped when trouble sets in.   •   The obvious signs of business trouble are rarely its root causes. The astute CEO recognizes his infallibility and has the foresight to ask for help - before serious trouble sets in.   •   If you can answer yes to some of these questions, it is time to take decisive action.   •   John M. Collard of Strategic Management Partners, Inc. spells out some early warning signs of trouble.

Is Your Company In Trouble?   The Corporate Board Magazine The Journal of Corporate Governance, for the directors of Fortune 1000 companies. There are early warning signs to gauge corporate health, management effectiveness, and predict when a company is headed for trouble.

Steering Clear of the Brink   The Journal of Private Equity Strategies and Techniques for Venture Investing. Published Quarterly by the Institutional Investor, Inc. In looking at portfolio companies, John Collard notes that differences in leadership style can be an early warning sign of impending trouble. In addition to leadership style, he notes 10 other common signs of difficulty.

Is Your Company at Risk? Here are some early-warning signs that pinpoint business troubles.   Strategic Finance Magazine Leadership Strategies in Accounting, Finance, and International Management. Published by the Institute of Management Accountants. There are early warning signs that indicate when a company is heading for trouble if you look for them. While they are not always obvious they are there.

  Writing Credits        

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Select writing credits include Buyouts Magazine, Director’s Monthly, The Corporate Board, Washington & Baltimore Smart CEO Magazine, Mergers & Acquisitions, Venture Capital Guide, The Journal of Private Equity, Shareholder Value Magazine, Valuation Issues Magazine, Strategic Finance Magazine, Financial Executive Magazine, Institutional Investor, Commercial Law Bulletin, New Jersey Lawyer, Successful Restructurings, Dow Jones Bankruptcy Review, ABF Journal, Printing Impressions Magazine, Print Profit Magazine, Military Engineer, BMDO Update, Manage Magazine, Contract Management Magazine, The Fabricator, Secured Lender, Lending and Risk Management News, Commercial Loan Monitor, Journal of Working Capital Management, Journal of Business Strategy, among others. In addition, we have been quoted or featured in the Wall Street Journal, Washington Post, Baltimore Magazine, Baltimore Sun, Warfield’s Business Record, The Daily Record, Washington and Baltimore Business Journals, Success Magazine, Bloomberg Magazine, Europe Magazine, Bankruptcy Court Decisions, International Treasurer, M & A Magazine, Turnaround & Workouts Magazine, ABF Journal, and others.

  About the Firm        

Strategic Management Partners has substantial experience advising corporations and individuals on the strategic and mechanical issues of corporate development and governance, operating management and turnarounds for asset recovery, and investing in underperforming companies. Our principal has over 35 years experience in P/L Management, Strategic Planning and Repositioning, M & A for Strategic Advantage, Finance, Investing, Raising Funds, Sales/Business Development, Building Selling and Marketing Teams, and Operational Auditing = In Public & Private companies = In healthy and crisis situations.

We work with and support the equity capital community to provide assessment studies to determine the situation, planning and strategy development to direct the company, crisis management to oversee that assets are not squandered away, workout teams that recover assets, and board level oversight to keep the client headed in the right direction.

We seek strategic alliances with private equity funds.

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John M. Collard, Chairman
Strategic Management Partners, Inc.
522 Horn Point Drive
Annapolis, Maryland [MD] 21403
Voice 410-263-9100 Facsimile 410-263-6094 E-Mail Strategist@aol.com
About the Principal       About the Expert

We serve as experts for comment or quote, please contact us at 410-263-9100

We welcome constructive inquires, please send via E-Mail to:   Strategist.

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