2015 Management Operations Turnaround 
Management Consulted
DECEMBER 6, 2015
One of the things we really love to do here at Management Consulted is answer the questions you have for us. This Firm Profile started as an email from Sean, asking if we could write on Alvarez & Marsal, “The Turnaround Guys”. The firm’s first turnaround client was the household brand, Timex Corporation. Practice Areas.
Martinka Consulting
SEPTEMBER 24, 2015
The July 29, 2015 edition of the Wall Street Journal featured an article titled, “The Cost of Germany’s Graying Managers.” When the son took over the business they shed operations that were half of their sales and staff. Coasting owner, vibrant buyer, and now a thriving business.
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Management Consulted
JUNE 14, 2015
Founded in 1995 by former Bain consultants and headquartered in New York City, they focus on developing airline strategy and implementing major operational turnaround. In fact, in terms of firms we profile, they are truly one of the new kids on the block. As far as the firm’s history, that’s about as in depth as it gets. Career Path.
Harvard Business
AUGUST 9, 2016
From 1996 to 2015, the number of publicly traded companies in the United States alone dropped nearly 50%. The types of private equity firms and the approaches to managing these firms has evolved over the last 40 years through three general phases. In this phase, the acquired property is not just managed, but transformed.
Harvard Business
JULY 2, 2018
Agile — the management approach that relies on small, entrepreneurial, close-to-the-customer teams — has a reputation that reflects its rapid adoption in software development. It is most definitely not for big, old-line companies that are facing an existential crisis and require a full-scale turnaround.
Harvard Business
SEPTEMBER 6, 2016
When a private equity firm adds a new company to its portfolio, analysts rigorously size up its financial, operational, and competitive condition. In fact, management consultancy Bain & Co. He was very smart and polished but didn’t see how his pointed words and micromanaging ways were affecting his management team.
Harvard Business
MAY 18, 2017
Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. A Sloan Management Review article (which I had the pleasure of working on) provides valuable context for Garvin’s most-read HBR articles.
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