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In order to identify those areas where improvements in client performance could be achieved, Expert needed to conduct the analysis of the organization, management practices, costs to market, and the strategic alternatives open to the client. Almost every consulting engagement (over 250 underperforming companies) required an in depth understanding of the real costs, particularly those which could be influenced by a strategic decision. Thus, activity based costing was a critical tool for sound decision making that required a complete identification of each task and its cost associated with a process/procedure change, and as these changes might be implemented, the true cost impact. Such an analysis transcends the boundaries and assumptions (allocations) of classical cost accounting and demands an intimate knowledge of all of the operating elements affecting the business.

Expert served as the interim crisis manager of 25-30 companies as a key offering of his turnaround/restructuring practice. In this role as either CEO or COO, he was required to call on all of those elements of business management from organization dynamics, financial management and control, production, business strategy and planning and sales/marketing that were learned in prior years. Each case, from widely differing industries, added to his knowledge base. This experience and expertise were critical to the value provided in subsequent engagements, reducing the time and cost required to significantly achieve major improvements in performance of the client's business.

? $40 million yarn manufacturer. Retained by debtor at urging of potential lender to confirm viability and to validate key elements of business plan. Found company seriously impaired requiring major operating and financial restructuring before refinancing could be considered.? $150 million weapons designer and manufacturer. Family business. Severe conflicts between brothers related to father’s choice of successor impaired corporate performance and threatened intrafamily relationships. Retained by the Board of Directors, developed the only viable solution to the conflict that would permit effective continuity of the business, family harmony and resolution of related financial expectations. • $30 million manufacturer of metallic electronic enclosures. Prepared analysis of operating issues facing Company in highly competitive environment. Proposed operating restructuring plan for equity holders. Served as interim Chief Operating Officer. Achieved first profitable results in four years. • $200 million manufacturer and distributor of fine printing papers & release papers through merchants and direct to major accounts. As Consultant to the Chairman/CEO, evaluated operations, organization and strategy to improve financial results in an extraordinarily difficult market. Capital plan evaluated to support lender confidence.• $50 million distributor of floor coverings operating as debtor-in-possession. Retained by debtor at urging of counsel to identify key performance issues, build a plan for confirmation and assist with creditor negotiations. Company operating profitably after implementing restructuring recommendations.