Pro Bono Client Projects

> A specialty photo album designer and manufacturer was looking to increase profit and focus on the future. Jacquard Associates was referred to them to be an Advisory Board Member. On the first visit we reviewed the factory layout and customer list. We agreed to apply two of our Profit Projects^TM: Linear Travel and Pricing on the Periphery. The impact was over $400,000 to their bottom line.

> A small toy store with 16 years of history was faced with the onslaught of a number of national chains. The owner was tired of the life of a small retailer and had to decided to sell, grow or close. Unbelievably, a car crashed into the store destroying it, and making her decision for her. No, Jacquard did not hire the driver.

> A Chicago-based, minority-owned real estate development company, specializing in homes that are sold either at market rates or subsidized with government grants needed capital. We assisted in raising operating capital, principally to fund the administration of the company. Then we introduced several operating processes through our Profit Projects^TM to the company executives in a series of training sessions.

> A plumber contractor who worked with the City of Chicago was successful for years with his 10-person shop. Unfortunately, he failed to see the economy and trends changing in their business. Working with their bank, we identified and implemented a way to close the business with the least personal impact.

> In conjunction with South Shore Bank, we conducted a series of half-day workshops for a group of troubled customers. The workshops covered basic operating processes, basic management of teams, production scheduling, purchasing, pricing, customer service and sales.

> The owner of a $2,000,000 beverage distributor elected to grow the business from of a profitable niche into the most competitive part of the larger market.  Unfortunately, $700,000 in net worth was lost within two years. The owner risked losing his home just as he approached retirement age. After determining the lack of business viability, we concluded an alternative was required. We structured and executed the sale of the business.

> The owner of a $1,000,000 print shop felt uncomfortable with his management skills.  The business was unprofitable and falling seriously behind in its obligations. He had not been able to relate to the professionals around him and needed a more direct influence.

Together we determined the key issues and developed a formal action plan and review systems. The remake of the sales department, with more sales activity by the owner was the solution. The owner is more confident, the bank debt is down, bills are current and progress is continually being made.

> The owners of a $2,000,000 machine shop had grown the company beyond their ability to manage all the tasks. The business was routinely reducing the owner's personal net worth. Aside from emotional suffering caused by five years of decline, they suffered a personal tragedy of the loss of a daughter. We determined the business was viable and introduced formal management processes centered on a team comprised of the four operational employees. We achieved a six-month profit for the first time in six years.

> A town home developer with a $5,000,000 project tried to develop a parcel of land his parents owned. Like all new products, speed to the market is critical. He failed to deliver the project before a recession. We chose the case because the individual, and his family, were about to lose their home. We determined a turnaround was not likely. We recommended and executed a settlement with the bank. The settlement included transferring the project to the bank in exchange for relief from the personal guarantees.