What he bought
In 2009 Roger bought a distressed manufacturer in Statesville with his own capital. It was losing money, it was carrying secured debt, and it did not even build its own core product.
What happened next
| 2009 | Bought the company while it was losing money |
| Within 12 months | Profitable |
| The following year | Bought a competitor and brought manufacturing in-house |
| Over fourteen years | Ran manufacturing, distribution, and a contract metal fabrication line, leading a workforce of 35 |
| December 2023 | Sold the company |
Roger carried the full profit and loss the entire time: pricing, purchasing, capital equipment, inventory, hiring, and the customer relationships. His own money was at risk every month. That is a different kind of accountability than managing someone else's budget.
Where he is most useful
The same three situations he lived through as an owner. He works mostly with small manufacturers and shops and construction companies, often as a part-time integrator.
A business that is underperforming
Busy, but not making the money it should. This is where Roger started in 2009, and it is the most common reason owners call. See Business Advisory.
A company integrating an acquisition
Buying the competitor is the easy part. Folding it into your operation without losing its customers or its people is the hard part. Read Should You Buy a Competitor?
A company growing faster than its systems can handle
More work, more people, and the owner still in the middle of every decision. See Fractional COO and Growth and Value Creation.
And when it is time to sell
Roger has sat on the seller's side of the table. See the Exit Readiness Review and the guide on how to sell a small business.
The details
Roger will walk through the specifics on a call, including what did not work. Schedule a conversation or call (704) 500-1294.