Business Change Advisors provides senior management consulting services to support business improvement. They utilize past experience leading change across industries to help clients improve performance. Services include operational assessments, strategic planning, expense reduction strategies, and merger/acquisition support. The goal is to identify specific opportunities to strengthen areas like marketing, sales, supply chain management, and financial reporting.

1. Business Change Advisors, LLC
Focus is to use past personal Senior Management experience in a variety of Industries to SUPPORT current Management Leaders to
IMPROVE performance of THEIR business activities. Can occur on an individual basis – in cases where personal experience in leading
“value added” change exists or with others who I have successfully worked with in the past.
• Individually through BUSINESS CHANGE ADVISORS, LLC in areas I have successful lead change in the past
• Full & Complete Access to the many resources & individuals who are members of the Expense Reduction Analysts (ERA) group,
who have “unique” supplemental “specialists” to support internal Management executives
Merger & Acquisition “Operational” Support
Buy Side – at Target Company with Due Diligence Team
Sell Side – with Management & Other “specialized” advisors
• Identify Process Improvement Opportunities
• Identify Expense Savings & Improvements
• Evaluate Management Decision Making Key Stakeholders
• Review, recommend, implement operational “process” changes
• Establish clear reporting structure and accountability
• Implement cost improvement changes that add clear value
Strategic Planning Facilitation
• Conduct sessions with Management to insure Strategy is clearly
defined and documented
• Insure members of Management accept roles in support of
established Strategy
• Develop method for continued improvement in strategic
development process aligned with market & environment
changes
Utilize Expense Reduction Analysts (ERA)
Group Resources
• Communicate areas of “Support Resources” available to Management
• Insure priorities for change as agreed to by Management are established and
implemented
• Follow well defined “path of implementation” established by ERA group
• Utilize best possible analysts & knowledge base within ERA, insure documentation
& sustained change remains in place and is transitioned to Management
organization
Operations Focused Business Analysis, Due Diligence or Performance Review

2. Operations Focused Business Analysis, Due Diligence or Performance Review
(Representative Areas of “Operational” Review are Shown, certainly will be Adjusted on a Case by Case Basis, however OFTEN initial Analysis or
Due Diligence Efforts do not Include appropriate Depth of Review of these types Issues. Some can be Quantified while others are more Subjective)
• Is Marketing Message Clearly Understood?
• Are Resources being Deployed Appropriately to Meet Sales Goals?
• Is the Sales Organization Properly Trained? Are Methods of “Taking Product or Services” to Target Market(s) properly “Aligned”?
• Are New Product/Service Development Resources properly Staffed & Technically Qualified?
• Is Status of New Development Effort Focused & Aligned with Marketing & Sales Goals?
• Is Appropriate Engineering Support for both Customers & Operations in place and Effective?
• Are Agreements in place with Critical Suppliers for Continuity of Service? Do Alternatives Exist or is “High Dependence” on Key Suppliers an Issue?
• Is Supply Chain “Reasonably” in Balance – both Raw Materials & In Process Inventory? Are Production Planning procedures in Place and Adequate?
• Is Operations Capacity a Concern in Meeting Future Customer Expectations? Is Finished Goods Inventory Excessive or Inadequate?
• Is Product or Service being Made/Supplied According to Engineering Design/Standards?
• What is “On time Delivery” Performance? Is this Clear and Meeting Customer Expectations?
• What are Return Rates, Client Satisfaction Levels, etc. & is this being Measured? Are Repeat Purchases Occurring?
• General Overview of Customer Support Functions – are they Meeting Customer Expectations? If not, Where, Why and is Management Aware of Issue(s)?
• Is BOTH Financial Reporting and Analytical Review Reporting Occurring in a Timely and Consistent Manner?
• Are KEY PERFORMANCE INDICATORS Clear? Do they Reflect Issues that are CAUSING Results to Vary? Is Management Reacting to Reported Input?
• Where do Specific Strengths & Weaknesses in various Business Functions Exist (They ALWAYS Exist)? Is Management Focused on Improvement?
• Is Definition of WHO, WHERE & WHICH Market(s) being Served Clear?
• How Effective is Message to Defined Market(s) being Communicated?
• What Are Opportunities to Expand these Market(s), is Action being taken to Implement & How Effective is Action (if being taken)?
Marketing
Sales
Engineering
Supply Chain &
Operations
Customer Service &
Quality Control
Financial Reporting
Performance
Analysis

3. Where & How Do Operational Business Overviews Apply
• Clearly, these forms of “operationally focused” overviews support certain circumstances better than others
• The summary situations described below offer ideas on how and where these efforts offer the greatest support potential, based
on my experience and exposure to the St. Louis metro marketplace
• Although final “implemented” solutions are not expected to be the results of these efforts, INDENTIFICATION of areas of focus,
priorities, and overall opportunities & risk identification IS the expected result
• Whether subsequent action is taken by internal management, use of other advisers or specialists, or through implementation of
technological tools to effect change, the identification effort is a clear place to begin to effect CHANGE
Banks & Others Providing Credit Investment Bankers & Investors Company Owners & Senior Executives
• “Operational” Support Driving Financial Results & Forecasts
• Clarification of Basis for Opportunities & Risks
• Ability to Distinguish Yourself as more than Lender of $
• Future Discussion Points for Results Review
• Establish Confidence in Areas of Management Abilities
• Creation of Quantitative Issues which CAUSE Financial Results
• Improve Ability to Communicate with Management in THEIR
Language vs. Traditional “Banking” Terms
• “Operational” Due Diligence compliments Financial & Legal
• Further Refine Basis for Opportunities & Risks in “Business”
Terms
• Clarify Focus & Priorities for Future Action
• Improve Understanding of Interrelationships of various
Operational Functions
• Develop better Understanding of Strengths & Weaknesses
PRIOR to Closing
• Develop Priorities for Areas of Change (or not), whether
accomplished internally or with External Support
• Begin Ownership Succession or Transition Focus Areas
• Assist in Communicating to Lenders or Investors to Support
Future Business Results Forecasts
• Use Internally to Train Executives on Impact their Decisions
have on other Areas of the Business
• Adjust Strategies for Growth or Improvement
IF FOCUS IS ON OWNERSHIP CHANGE TRANSACTION
Buy Side Sell Side
• Identify Operational Risks & Adjust Purchase Offer
• Create “Post Closing” Improvement Plan(s)
• Assist in Evaluation of Management Retention
• Clarify Executive Incentive Programs
• Improve Understanding of Supply Chain Challenges
• Assist Decisions related to Consolidation with other
holdings
• Begin Transition Planning in Advance of Transaction
• Create Basis for Demonstration of “Sustainable”
Results
• If Executive Changes are Required, allow for TIME to
Identify, Hire and Observe
• Implement Appropriate Technology Improvements
• Determine Capital Needs & Vendor Agreement
issues that Require Focus