A MIDWEST TRANSPORTATION COMPANY
A Midwest transportation company had been family owned and operated for 34 years. They were in trouble. The President and son of the owner had resigned. Within a few weeks, the Director of Operations and Manager of Scheduling quit with no notice. Company property, including operational and intellectual property key to customer contracts had disappeared. Their bank served them with a Notice of Default and a demand for a "cure" within 30 days. An unfair labor practice charge was filed with the NLRB and Teamsters petitions were filed by two separate Locals. A terminated employee filed a claim under the ADA. There were no budgets, cash flow or audit controls in place. The financial reports were months overdue. Health care costs were 20% higher than expected. Workers' Compensation costs were expected to be 20-30% higher at renewal. Their equipment was reaching maximum usability, and they were coming into their busy season. Their fiscal year losses were several hundred thousand dollars.
Our team became involved and in 9 months had turned things around. Many organizational, financial and leadership changes were implemented resulting in an expected break even, or better, in their current fiscal year end.