Who We Are, What We Do, How We Do It

Our Credentials

  We are a full service management firm dedicated to indentifying and creating new routes to market, driving top line growth and enhancing economic value for our clients.

  We have assisted more than seventy global retailers and consumer products manufacturers in the development and execution of strategic initiatives for growth and revenue enhancement. We participated in new capital funding for more than twenty of these companies.

  We have participated in the reorganization, repositioning, or turnaround of more than twenty retailers. Of these, five launched successful initial public offerings.

  We have assisted more than thirty emerging venture backed companies in the identification and development of new market opportunities with strategic partners such as Accenture and IBM.

  We are retained by concerned management, business owners, board of directors, lead investors, private equity and attorneys. Company directors, officers and owners also call upon us for management support and/or advisory services.

  The scope and design of our services are determined strictly by the needs of our clients and driven by an uncompromising sense of urgency and integrity in all that we do.

Who We Are

  For a large west coast based department store, created and launched a “first of

its kind” new business concept around gourmet cooking and gourmet foods.

Sourced, developed and merchandised all product for this concept. Developed the

brand identity and “look and feel” of the concept. Launched the concept in two

stores, within one year this business successfully grew to twelve locations and

ultimately growing to more than 300 stores nationally becoming one the most

profitable and recognized brands within the company.

  For a group of Asia based manufacturers, created, developed and built a highly

successful US based private label design, manufacturing and product outsourcing

company. Led all US based retail account development, design and manufacturing.

Over a five-year period, retailers including J.C. Penney, Macy’s, Bloomingdale’s,

Mervyns, Gap, Nordstrom and Neiman-Marcus outsourced private label product

development, design and production to the company. Sourced product production

and developed manufacturing facilities throughout Asia. The company quickly

gained a reputation for high quality and high value product, delivered on time and as

promised. By year five, the company operated at a nearly twenty percent EBITDA

allowing for the successful sale to a nationally know apparel manufacturer.

New Market Creation

  For the Vintner’s Association of California’s leading wine producing region,

created a fully integrated “turn key” retail merchandising concept to promote and

enhance sales of premium wines and build brand name recognition for these

regional wines in Europe and Asia. At the time, just two percent of the regions wines

were being successfully exported with the bulk being in the lowest price points. The

goal was to leverage the high brand name recognition of this wine region in the

global marketplace and capture a twenty percent share of the French dominated

premium wine business in Europe and Asia. The concept was funded through

exclusive merchandising agreements with more than seventy member wineries

within the region. The export goals were realized in just over five years.

  For a large global consulting firm, identified and developed a new business

concept to capture and launch venture funded start-up’s and spin offs. Utilizing the

firms’ vast technology resources and alliances, people resources, management

expertise and global network, the Business Launch Centres became the means by

which young companies could rapidly scale and speed time to market. Twenty five

Business Launch Centres were created globally; within six months more than two

hundred start ups had become clients of the firm creating a significant increase in

total revenue. Additionally, the firm received equity participation with each Business

Launch Centre client. Within one year the consulting partnership committed $ 300

million to further fund this opportunity.

New Market Creation

With a bias for results, we provide end-to-end solutions – including development,

execution and management. Utilizing our proprietary analytic tool set we work

closely with management to develop and execute strategic initiatives for revenue

growth, brand development and positioning, product/services development, new

business development, strategic alliances and acquisitions. We excel at identifying

and creating new market opportunities. Notable examples:

  Retained by the third largest US jewelry manufacturer to enhance revenue and

shareholder value. We assisted in redirecting sales, marketing and merchandising.

In addition, based on our market analysis, we developed and helped execute

market plans for opening new retail distribution channels. Results included a nearly

40% increase in sales and the achievement of the highest gross margin and net

earnings in the company’s fifteen year history.

  Retained by a four billion dollar retailer to enhance gross margin across key

merchandise categories. Developed and conducted a key vendor diagnostic which

identified numerous purchasing, negotiating, pricing and promotion opportunities.

Created a key vendor partnership initiative which upon implementation improved

gross margin by 210 – 330 basis points depending on vendor.

Strategic Solutions

We have developed a proprietary set of industry specific templates for the rapid

assessment of the overall business and market condition, operational weaknesses

and strengths and potential strategic growth opportunities. We work specifically

with the investment industry in the areas of portfolio development, oversight,

support and management. Following are examples of how we have assisted private

equity investors to enhance portfolio values and accelerate liquidity events.

  Developed a client relationship with an eight billion dollar financial institution to

identify underperforming retail and consumer products companies for potential

equity investment or acquisition. Over a three year period sought, identified and

developed the investment strategy and the growth plan for ten specialty retailers

ranging from $ 50 million to $ 300 million in revenue.

  Assisted a Silicon Valley venture capital firm to monitor, assess and develop

strategic solutions for its retail portfolio. Developed the retail growth plan for four of

their specialty retailers, developed the turnaround plan for three who had become

troubled due to overexpansion and assisted in new capital funding for three others.

Investment Industry Services

With a bias for action, we are committed to the four key accelerators of a

successful turnaround: Speed, Communication, Partnerships and the creation of a

detailed roadmap. Our mission is to stop the hemorrhaging within the first one

hundred days. Our goal is to achieve cash breakeven by month ten, if not sooner.

Our objective is to begin implementation of the growth plan by the end of year one.

How we do it….

Speed In the first one hundred days, assessments are made of customers,

products, markets, operations and management by strategic business unit. All key

company sites and suppliers are visited and key analytic metrics are developed to

measure performance and identify weaknesses. Areas for consolidation,

reorganization, restructuring and closure are identified. The detailed roadmap is

developed and “vetted” .

Communication We openly and continuously communicate with all employees,

customers, suppliers, lenders and shareholders. We keep no secrets and our

actions are known by all. We listen well, too.

Partnerships We believe successful turnarounds are a result of making the

employees, customers, suppliers, lenders and shareholders partners in the

process. “Buy-in” and support is crucial. So are concerns and suggestions.

Detailed Roadmap Direction, Course and Destination. Includes the execution

timetable, expected results and contingency plan ( just in case ! )

Operational Turnarounds

  For a Chicago based private equity firm, developed the successful

acquisition strategy and retail turnaround plan for a 145 store Women’s

specialty apparel retailer. Assuming an operating executive board level

position, assisted management with the execution of the plan including the

reorganization and restructuring of store operations, central merchandising

and product sourcing and development.

Results The investor group exited the transaction within twelve months

realizing a 100% ROI.

  For a NY Private Equity firm, developed and executed the successful

recovery and restructuring plan for a renowned luxury multi-channel

specialty retailer of fine jewelry, gifts and home furnishings. With existing

management in place, reorganized operations, merchandising and

personnel.

Results included the elimination of all operating losses, the profitable

liquidation of all unwanted inventory and the elimination of all bank debt.

Upon completion, successfully undertook the sale of the company to the

largest direct mail retailer in the United States. The restructuring, recovery

and sale were successfully accomplished over a six month time frame.

Operational Turnarounds

  Retained by the Board of Director’s to assume management control of a

grossly over leveraged $150 million general merchandise retailer with year end

losses exceeding 15% and a debt to equity ratio of 6:1. Within nine months,

completed the reorganization, remerchandising and repositioning of the

company.

Results 30% reduction in inventory, 8% expense reduction, and 33%

reduction in bank debt. Gross Margin improved by 226 basis points with a

corresponding improvement in EBITDA. Also recruited permanent senior

management to take the restructured, newly competitive company forward.

  Retained by the Board of Director’s to assume management control of a $ 60

million group of manufacturing companies with facilities in the United States,

Canada and England. The group’s bank covenants had been breached due to

severely declining sales, operating margins and excessive inventory levels.

Results Over a ten month period, brought the company from a $12.0 million

negative cash flow to cash flow break even. Restructured and reorganized all

sales and marketing activities, repositioned and enhanced existing product

lines, reduced SKU assortment by 60%, developed new customer service and

product programs and opened new consumer focused distribution channels.

The customer base expanded by a factor of twenty. Secured an additional

twelve million in new equity capital to further grow the company.

Operational Turnarounds

  Retained by company ownership to take management control of the largest

publisher and distributer of art in the US. Products ranged from posters,

calendars, and greeting cards to fine art prints, framed art, limited edition and

original fine art. Products were distributed through more than 25,000 retail

outlets and galleries globally ranging from independent retailers to the top five

retailers in the US. The company had been experiencing a steep revenue and

earnings decline .

Results Over a ten month period repositioned the company from an art

publisher to a manufacturer and producer of exclusive fine art imagery

represented in a variety of wall décor and greeting card formats. Refocused

sales efforts to the leading national US retailers in the mass, department

store and specialty home furnishings market segments. Developed a private

brands division to create proprietary products for key targeted retail

customers. Consolidated all sales and marketing efforts, created an award

winning web site, which generated over a million dollars in sales in its first

six months and fully integrated the supply chain to create significant expense

reduction and enhanced speed to market. Results included 500 basis points

increase in gross margin, 800 basis points reduction in operating expense

and, in month eight, a return to positive earnings .

Operational Turnarounds

Partial Client List

Investment Industry Services Berkeley International Canaan Partners Charterhouse Capital Group, Intl. CID Capital CM Equity Partners Hambrecht & Quist Heller Investments Interwest Partners Mohr Davidow Nightengale & Assoc. Price Waterhouse Quadrant Management Group Roberston Stephens Sienna Holdings US Venture Partners Walden Group

Strategic Services Bloomingdales Bose Corporation Cadillac Fairview Corp Canadian Industries, Ltd. Deloitte Touche Duty Free Shoppers (DFS) Hanover Direct Levi Strauss Macys Mervyn’s National League for Health Care Napa Valley Vintners Association The Tom Peters Group Winn Devon Art Group

Operational Turnarounds American Specialty Corp. Best Buy Stores Charles Shaw Winery CPG International, Inc. Devon Publishing Group Evan’s Furs Gibson Holdings Gump’s Holdings Home Express Imposters, Inc. JC Penney Mecanorma France) Nordstrom Pace Enterprises

BIO

Helen C. Bulwik President

Helen has a long and distinguished career in successfully identifying, developing and

executing strategies for top line growth, new business development and enhancing

economic value for leading retail and consumer companies. She is nationally recognized

as a leading retail strategist and analyst. She has served as Chief Executive Officer or

Executive Chairman of six middle market retail and consumer companies, successfully

developing and implementing strategies for growth and competitiveness.

In addition, as a senior level retail strategist with three of the most retail sophisticated

consultancies in the world - IBM, Accenture and the Tom Peters Group, Helen has

advised senior management of more than seventy of the top one hundred global retailers

and consumer companies in the development and execution of strategic initiatives for

growth and a sustainable competitive advantage. Helen serves on a number of for-profit

and non-profit Boards of Directors and is a past President of the Association for

Corporate Growth. She earned both her undergraduate degree and MBA from the

University of California – Berkeley, Haas School of Business where she also served as

an Adjunct Professor for Strategic Retailing, Consumer Demand and Marketing. She is a

sought after speaker frequently and widely quoted in top business publications and the

news media.

Contact