30-90 day plans & execution

As expert financial and operational advisors, with a combined 80 years of negotiation experience, we have wide industry experience with corporate debt restructuring, negotiating debt settlements and payment extensions. In most cases we meet very qualified corporate financial officers, who have kept the balls in the air for a long time, but have exhausted their energy and credibility with creditors.

Debt Reduction/deferral is a necessity to keep distressed business alive, maximize shareholder value and attract new capital. Our experience is that investors are often prepared to supply bridge funding if prior liabilities are substantially reduced and new money is used for operations and not debt reduction.

Negotiations require preparation and credibility.
We must first set our mutual goals:

1. reduction of existing obligations


2. deferral of existing obligations


3. how critical is the relationship


4. exposure to potential penalties by creditors


5. available realistic options


6. cash flow available for serving debt


7. approach to each creditor


8. Credibility remaining if past commitments have not been met

During an introductory conversation with the CFO/CEO we establish the parameters of the engagement. We assess, during that conversation, whether we can assist you. If we both conclude that there is potential, we will present you with a brief engagement proposal laying out our terms and conditions. Most of our work starts immediately and it takes 30-60 days to make substantial progress. Our compensation is a combination of fee for time and a results bonus plus out of pocket expenses. We will request that the Board of Directors approve our engagement.

Compensation: We begin with a reasonable retainer at the beginning of the assignment: an agreement which includes compensation for time and success (success being a percentage of the amounts reduced or deferred, with a minimum and maximum amount). Our fees will be a fraction of the savings achieved and our work will more than pay for itself.
For further information please contact us. We will get back to you within 24 hours.

Fortune 1000 customer base, substantial revenues, negative cash flows and minimal trade debt because of use of LOC's for merchandise imports.

• We improved turn over of receivables, turnover of inventory and negotiated expanded lending terms with their lending bank. Their COO stated, "We wouldn’t be here today without ACP!"

Fortune 500 customer base, but large monthly negative cash flow due to excessive staffing, inadequate product and service pricing and inefficient customer focus.

• We restructured and reduced staff, updated billing terms, established and enforced internal controls, scrubbed the financials records, began accurate monthly reporting, replacing senior management and negotiated terms with IRS for past due amounts. We achieved positive cash flow in 3 months and restored investor confidence to obtain
  $1 million of new equity investment.

A 2-year-old Telecom leased fixed long distance network for secured corporate voice & data application operating at a negative cash flow. Renegotiated leases, returned unused capacity and equipment.

• We obtained new equity investment to expand the business and achieved positive cash flow in 4 months.