Operating Like a Turnaround (Before You Have To) — Part 3
In the third part of MAST Advisor’s “Operating like a Turnaround” series, we focus on the projection, timing and tracking of cash flows.
This author has yet to write their bio.Meanwhile lets just say that we are proud annmills contributed a whooping 11 entries.
In the third part of MAST Advisor’s “Operating like a Turnaround” series, we focus on the projection, timing and tracking of cash flows.
In the second part of MAST Advisor’s “Operating like a Turnaround” series, we address business growth via both expansion and acquisition.
Imagine running your company with a laser focus on where it is generating profit. This is the discipline that corporate turnaround professionals bring to troubled businesses.
Private capital markets have grown in recognition that debt capital can be sourced from a growing pool of institutional non-bank lenders.
Now is the time for businesses to capitalize on the expected COVID-19 bounce for the economy.
CEOs set a goal, develop strategies to achieve it, and undertake tactical implementation. Cash flow forecasting can help you determine if you can “fund the plan.”
If your business has significant, realistic growth potential, a practical plan for addressing the market and a management team capable of implementing the plan, why be limited by a false belief that you cannot fund the plan?
A most efficient way to mitigate your risk of wealth concentration and provide your family financial security is to do a dividend-levered recapitalization.
Even for asset heavy businesses, the difference between success and failure is usually not their hard assets, but people, processes, and IT.
Your company is valuable and has strong quality of earnings. Why can’t you obtain funding the way Private Equity players do; just wave a magic wand and have money go from your pocket to their pocket and back to you?