Publicly-held information services company
Reviewed strategic positioning of company, determining that it was at the top of its S-Curve. Presented plan to Board of Directors to either sell company or invest in additional strategic areas. Facilitated the sale of the business in two parts, utilizing investment banker.
Implemented acquisition-based growth strategy, responsible for multiple acquisitions. When majority owner changed strategy, took company private and sold off its pieces.
Publicly-held fabless semiconductor company
Hired by the Board of Directors as part of a two-man team to review the company's strategy and operations and present recommendations to the majority owner, a major Japanese company. Returned the company to profitability within three months. Presented strategy to Japanese owner. Because the company was significantly behind in technology, the proposed strategy required a significant investment, which the Japanese owner was disinclined to make. Liquidated the company, selling some of its assets to a local company and some to an Israeli company.
Publicly-held internet services company
Hired to review strategy and business model of this company, which was experiencing significant negative cash flow. Determined that the business model was flawed and recommended that the business be liquidated. Liquidated the company, yielding $67 million, which was used to launch a new company, which became financially successful.