Turnaround For Change 2009

• We work for Banks, Private Equity investors, and Venture Capital companies, using our experienced Core Team to turn around underperforming companies
• We understand the needs of lenders to minimize write-downs and of investors to maximise enterprise value
• We have developed strong methodologies, successfully implemented over many years, to turn poor performers into multi-million pound assets
• We work swiftly to create tailor-made strategies. We agree a plan with stakeholders, then lead the implementation. Companies can survive and succeed in difficult times, and maximize stakeholder value
• When firm remedial action is identified and taken early, we expect to achieve rebound and resilience building
• Stakeholders must recognize the "Demise Curve". They must engage turnaround professionals early.
• Stakeholders must avoid allowing their companies to move from recognized distress into administration. The value on liquidation is usually less than 10% of what a turnaround typically achieves
• Postern minimizes risk. Our "Quick Reaction Team" works fast, proven by an extensive history of successful turnarounds.

POSTERN VS OTHER EXPERIENCED TURNAROUND EXECUTIVES

• A team is inherently better than an individual
• Postern's Core Team is not an ad hoc grouping, but a cohesive and mobile force with over 150 years experience in driving change over many industry sectors
• The Core Team meets regularly. Each member brings knowledge, practical experience, and a Devil’s Advocacy to the table - we are professionals
• Postern is known to deliver consistently. There are few practices that can offer the same service or that specialize in the turnaround or with companies typically up to £500 million
• We understand that leadership is key to unlocking the true potential of a business - this is the basis of our Core Management Team
• Interim Executives are recognized as a lower-cost, higher added-value, and faster solution than management consultants

POSTERN VS BIG 4 ACCOUNTING FIRMS

• IBRs take scarce time, usually provide reports rather than action, and can be very expensive and are often required by the banks. Tragically, the costs are then paid for by the desperate company already short of cash
• Others then typically have to lead the implementation, but without the buy-in or the learning-curve from preparing the IBR
• Postern endeavors to work with the Big 4 in implementing their IBR’s taking fast and practical action by executives who can quickly distill the key causes (not just the symptoms), propose solutions within days, to lead the implementation