Case Study: Marine Industry
BACKSTORY: A company had been an industry leader for more than three decades, reconditioning and optimizing diesel engines valued by the marine industry and stationary power plants. At its peak, the organization maintained a state-of-the-art facility and was the go-to service provider for many fleets in North America and around the world.
PROBLEM: Large repair contracts it had previously secured began going to competitors, internal leadership was unable to reverse the situation, and the company was in desperate need of both financing and a strategic plan.
TAP SOLUTION: After doing their due diligence, TAP determined many of the company’s issues originated with the CEO and recommended a Chapter 11 reorganization to the senior lender that included a series of necessary changes.
Onboarding of vetted C-level executives focused on sales and customer relationships
Transition from family to professional management that benefited both the proprietor and lender
Reduction of under-performing staff and overhead expenses
Improvements to the customer relationship through regularly scheduled meetings that presented best practices in vessel service management
Re-positioning of the company’s previous leadership status and ability to service a variety of engine brands
Leveraging of corporate experience and contacts to acquire new customers and penetrate high-potential markets
Regaining and growing credit lines with OEM suppliers
Developing, through an internal training program, and recruiting top technicians and engineers that offer clients expertise in all project phases
Tighten internal procedures and controls for scalable growth
RESULTS: An increase in business opportunities that required the addition of an engineering team is expected to result in the doubling of annual revenues within five years. Properly positioned for growth through acquisitions, the company is also a candidate for trade or sale, with an independent third-party valuation of nearly $16 million USD.