We anonymise the projects we select, discretion is part of our work. The situations, solutions and results are real.
The company faced declining profitability, deteriorating cash flow and weak management performance.
The founder wanted to step back from operational management, but the company was not ready for fully professional management.
A growing company needed to prepare its processes, reporting and management for an investor's entry.
An engineering company was heavily hit by a drop in orders during the financial crisis. It was highly dependent on a limited number of customers and mainly on low-value-added subcontracting. Weak controlling and a passive sales approach led to a rapid deterioration of its financial situation.
After a new competing company was founded by former owners, key managers and salespeople began to leave. At the same time there was pressure on customers, the spread of disinformation and aggressive pricing from the competition.
A manufacturing company had long managed key processes outside its ERP system, leading to low productivity, limited planning ability and inadequate cost control. Processes were fragmented and functional controlling was missing.
A merger of two companies was underway without financial leadership and without a prepared integration of accounting, controlling and reporting. At the same time there were personnel changes, a production slowdown and pressure from the parent company for accurate financial outputs.
A machine-tool manufacturer needed to build a new plant in Central Bohemia, recruit skilled staff and at the same time maintain production continuity, quality and delivery deadlines.
A manufacturing company was constrained by a lack of production space, high costs and limited availability of skilled workers.
An investor planned to establish a company in China and deliver a project to build a Czech microbrewery, including launching the brand on the local market.
An international manufacturer decided to move production from Spain to the Czech Republic to increase efficiency and optimise costs.
A manufacturing company invested in expanding capacity for a strategic customer who then withdrew from the contract.
A manufacturing company faced low order volumes, high fixed costs and a long-term negative operating result.
A manufacturing company had long been loss-making and required fundamental restructuring within an industrial group.
An engineering company ran into serious financial difficulties after losing key customers due to sanctions on non-European markets. The situation demanded immediate crisis management and preparation for possible insolvency.
The owners decided to sell a 100% stake to a strategic investor and asked us to run the whole process, from finding a suitable investor through preparing the company for the transaction to completing the transfer of ownership.
The owners decided to sell a 51% majority stake to a strategic investor to secure further development, expand the production programme and create conditions for long-term growth.
A manufacturing company was preparing a generational change of management. The successor generation had commercial experience but only limited practice in running a production plant. The goal was a smooth handover of responsibilities without disrupting operations.
A manufacturing company with a portfolio of its own products had long been developing sales on foreign markets. As order volumes grew, it became necessary to connect sales with project management of production and increase the efficiency of the whole process.
A manufacturing company with high production flexibility and a network of cooperation partners produced to order for international customers. A significant share of capacity, however, depended on a single strategic customer.
A strategic investor was considering entering a manufacturing company and required an independent assessment of production processes, operational risks and development potential before the transaction.
