In an industry that requires 50% of product offerings be new each year, a client ran out of offerings.
Repackaging old products had been thoroughly explored and new product development was not sufficient to maintain revenue. Violations to bank covenants had moved the firm's credit to special assets. Cash reserves were rapidly being depleted.
We guided the firm in reorganizing all business operations around specific market areas. This reorganization was credited with restoring new product development, in quantity and quality.
Ultimately the firm was able to use its historic products and new pipeline to arrange for a successful sale to a large NYSE competitor, repaying all creditors, and affording the shareholders significant rewards.