Case Study: Buyout Jumpstart
Background. A regional logistics company with a history of rapid growth had reached the limits of its founding investors’ ability to fund its future. A private equity syndicate was interested in taking the company forward, but knew the existing team lacked the depth needed to upgrade systems and drive down costs while expanding within a highly competitive marketplace.
Activities. Venzyme was engaged to implement short-term systems enhancements and to recruit new members to the team. Working both on-site and remotely, Venzyme executives dedicated significant time to work with the CEO and coach him through the process of transforming his company. Over the course of four months, Venzyme implemented new cash and debt-management systems, instituted weekly operations reviews based on a new, daily operations score card, designed a new pipeline-tracking system, and developed a roadmap for low-cost software upgrades designed to give the company long-term operational advantage. In that same period, Venzyme found superior executives to fill roles as COO, CFO, IT Director, and sales professionals.
Activities. Venzyme was engaged to implement short-term systems enhancements and to recruit new members to the team. Working both on-site and remotely, Venzyme executives dedicated significant time to work with the CEO and coach him through the process of transforming his company. Over the course of four months, Venzyme implemented new cash and debt-management systems, instituted weekly operations reviews based on a new, daily operations score card, designed a new pipeline-tracking system, and developed a roadmap for low-cost software upgrades designed to give the company long-term operational advantage. In that same period, Venzyme found superior executives to fill roles as COO, CFO, IT Director, and sales professionals.
