Peregrine is recognized for outstanding leadership in performance improvement and is frequently referred by financial institutions, accounting firms, consultants and its clients. “Case studies” document several such assignments where substantial improvement in cash flow, working capital and profitability resulted from our guidance.
Frequently performance turnarounds are initiated with an in depth review of recent financial results and an evaluation of talent and capability in the organization. Simultaneously the review involves an assessment of the organization’s short-term liquidity and often complex demands placed on the business by external stakeholders.
From the review and assessment, a detailed turnaround-operating plan is structured to address maximum utilization of the strengths identified while shoring up weaknesses. Effective implementation of the turnaround plan requires persuasive communication to all stakeholders that will achieve their “buy in” to the plan. The ability to formulate, present and gain acceptance of a turnaround strategy to include the anticipated results is a key element of Peregrine’s numerous successful engagements. During execution of the turnaround interim achievements are celebrated and communicated; deviations are countered with corrective action.
Because of favorable results achieved in previous turnaround engagements, Peregrine brings needed creditability and acceptance from management, employees, suppliers and other stakeholders during the execution phase of its plan.