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- Our Team
- Arun Vedhanayagam – Information Technology & ERP Systems
- Barbara Cornett, MIM, BSC
- Brian Shiau, MBA, CFA
- Bruce O. Blagg – Information Technology, Supply Chain
- Carroll D. Warner
- Charles A. Johns – MBA
- Don Gunther
- Edmund Scordato, CPA
- Faith Washington, RPh, BSPharm, Pharmacist, CSCS, CPT – Personal, Entrepreneur, & Executive Coaching
- Fred N. Davis III
- George Cassiere, MBA, ASA, CFA – ESOP’s and Valuations
- Hilary Hemm
- James R. Malone
- Jeffery P. Swoyer, MS HRD – LEAN, Emotional Intelligence, Organizational Development
- John A. Pryor
- John R. Hamill, MS
- Jon Verbeck, CPA
- Mr. Jonathan Trimble, Senior Director, Technology and Cybersecurity
- Hon. Col. Karl D. Reed, MBA
- Kenneth M. Russell, MBA
- Lane Morlock – General Management Executive
- Lindsay White
- Lissa Weissman
- Mark Gauthier, MBA
- Maz Akram, MBA
- Paul Fioravanti MBA, MPA, CTP – CEO & Managing Partner
- Paul Keipper, MBA
- Paul Slater
- Peter C. Meinig
- Peter Cotton – Sales, Sales Management Recruitment, Building Sales Teams
- Rhonda Hollady – HR, Labor Relations, EHS Training & Compliance
- Richard Reighard, CPA
- Scott E. Kingdom
- Stephen E. Markert Jr.
- Tom Davidson
- Tom Pesaturo – LEAN, Manufacturing Optimization; Six Sigma Black Belt
- Tricia Garthoeffner, ABV, CVA, MAFF, EA, MAcc – Valuations
- Vincent L. Persiani, CPA, CGMA, CCIFP
- Dr. William F. Coyro, Jr., DDS
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Contract Mail Service Provider
Client Overview: One of the nation’s largest independent providers of ground-based contract mail services for the United States Postal Service (USPS).
Opportunities/Challenges:
- EBITDA and other key financial measures had decreased by over 30% in two years, the company was in technical default with lenders, and there was no access to additional capital
- Experienced heavy growth through acquisition. Three commercial “off the shelf” (COS) systems were implemented, but never aligned to Company’s business processes. This lack of integration caused insurmountable training, change management, key quality and delivery issues
- Cultural and union issues were contributing to the downward spiral and poor morale
Solutions:
- Implement immediate turnaround actions in multiple areas
- Assume leadership and control through assumption of the interim management positions of CEO and COO. Subsequently hired the Permanent CEO.
- Conduct a “Rapid Process Analysis” by interviewing process owners and stakeholders, and analyzing business metrics, systems and processes
- Develop an action plan to turnaround the company (done in two weeks, presented to the officers and lenders who approved for an active implementation)
Results:
- Critical improvements in EBITDA were evident very quickly. This improvement generated lender confidence and continued funding of Company
- Address of cultural and union issues combined with a thorough communications plan resulted in the decertification of the union at two terminals and immediate improvement in organization morale
- Restructured the debt of the organization creating optimum working capital conditions
- Realized annualized, tangible ROI of over $3M from operational process improvements and changes. In addition, cost avoidance from maintaining DOT compliance is in excess of $9M
- Created a metrics scorecard for future management of the company
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