A manufacturer and distributor of recreational products was experiencing severe losses and erosion of value. Although gross revenues remained strong, significant changes in product mix combined with poor financial and product cost information resulted in management being slow to identify the causes and solutions for the problem.
“After performing their full business/best practices assessment, we recognized the value DWH brought to all areas of our business. DWH continues to provide ‘as requested’ services, and were also asked to hold a seat on our Advisory Board, delivering valuable business insight.”
Andy Dennen, Chairman & CEO | Dennen Steel Corp.
“With the support of DWH, we have ensured our company's sustainability while maximizing the value of our organization. Their processes, protocols and experienced staff helped us create a strategic direction for our future that aligns the leadership team, ownership and management.”
Paul Hendricks, President ǀ Creston Industrial Sales
“We have engaged DWH to work with our dealers/suppliers on strategic & tactical business issues, and certain ownership transitions. DWH’s expertise enabled our dealers/suppliers to achieve financial & operational improvements. We will continue to look for opportunities to engage DWH."
Steve Waugh, Director, Global Treasury Services ǀ Steelcase
"We appreciate the long-standing relationship we have with DWH.
As we’ve navigated through challenging family business dynamics we have used many of their services, and today as a successful company we continue to work with them in an oversight role."
Ken Genzink, Owner | Genzink Steel
“For over 5 years, DWH has been a part of our team, providing financial support and enhancing our financial systems and controls. Their expertise and financial tools have been integral as we make decisions and communicate with our key stakeholders.”
Kellie Haines, President | Axios, Inc.
A specialty retail and wholesale distributor of foreign and domestic produced clothing and other products was experiencing large losses and severe erosion of value.
Rapid growth, combined with a recent acquisition, created cash flow constraints for a consumer goods distributor.
A profitable automotive aftermarket manufacturer and wholesaler began experiencing significant declines in service levels after the consolidation of two distribution facilities.
A powder-coated wood manufacturer had experienced several years of significant losses and negative cash flow. The owners were discouraged by poor management, shrinking customer base, and rising material costs