SFMG has worked successfully with senior management to address their
most critical concerns. A list of our clients includes the following:
- Hewlett-Packard Company
Palo Alto, CA
Computer & Scientific Instruments Manufacturing
Analysis, recommendations, and report on Palo
Alto Copy Center Operations and Facilities in terms of
organizational effectiveness and customer service.
Retention and reorganization of Palo Alto Copy Center;
identification and financial breakdown of customer usage;
substantial reduction in operating costs.
- RACO Manufacturing & Engineering Co.
Remote Alarms & Controls
Management and organizational development, personnel
problems resolution, organizational and procedures
documentation, strategic planning and general management
3 years on retainer agreement
Organization and operational procedures
defined and completely documented; personnel problems
successfully resolved; improved product development
planning and cost controls; annual increases in operating
profits; improved ability of management to manage.
- Fritz Companies Inc.
San Francisco, CA
Freight Forwarding Services
Mission statement, vision of the company definition,
and written corporate publication.
Owner of firm is able to effectively communicate
vision and goals of the firm to employees and
customers, enabling the firm to become more focused and
productive. The company's specific goals are thus able
to be realized within several years.
Retail Clothing Chain
Client company encounters difficulty in getting
store managers to use its numerous written personnel
policies rather than telephoning personnel department
for advice. The policies have differing formats and
type-faces. The personnel department wants a more
advanced delivery-and-use system to minimize their
SFMG performs exhaustive employee survey
to determine user requirements, then analyzes
existing paper-based delivery system. SFMG recommends
state-of-the-art interactive delivery system, including
changes in manual procedures required to support new
system. Interdepartmental cooperation created through
computerization and delivery of standardized personnel
policy and procedures.
- Holt Hinshaw
San Francisco, CA
An architecture firm is experiencing growth, but is
uncomfortably close to bankruptcy. Management is consumed
with daily operational and past-due payment issues, with
neither time nor direction for long-range planning.
Working with the partners, SFMG develops a detailed
business plan for future of the company. Management
approves the plan, which recommends SFMG function as
the firm's business manager until necessary changes are
SFMG prepares a loan package which obtains additional
financing from the company's bank. SFMG also implements
accounting-cash controls, budgeting, and financial
reporting during the next 12 months. Since then, profits
have increased substantially, the company has increased
in size, and won numerous local and national contracts
- San Francisco Brewing Company
San Francisco, CA
Brew Pub & Restaurant
Limited partner/general partner conflict resolution,
equipment lease negotiation, city loan solicitation,
general organizational guidance.
5 months, including retainer agreement.
Ownership conflicts successfully resolved, equipment
lease obtained, city loan approved and funded, brew pub
operation opened successfully.
- Mygrant Glass Company, Inc.
Automotive Replacement Glass Distributor
Family-owned auto glass wholesaler is rife
with conflict among family members over direction
and management of the company. The family quarrel is
severely disrupting day-to-day operation of the firm,
affecting bank credit relations and profitability.
SFMG interviews family members and negotiates buy-out
agreement. SFMG then proposes a new organizational
structure which remaining owners accept. Key management
personnel are hired, and stealing stopped. The company
eliminates crippling conflict and grows to become the
dominant California-based firm in this industry.
- Glenayre Western Multiplex
Microwave Transmission Equipment Manufacture and Assembly
A microwave telecommunications company seeks outside
private investors to support its future growth, and asks
its bank for suggestions. The company also has a serious
conflict between two of its four owners, threatening to
disrupt or destroy the business.
SFMG develops a comprehensive business plan
and introduces management to a communications
counselor. Management conflicts are resolved, and the
company uses the business plan to negotiate a more
advantageous loan financing agreement with its bank,
rather than resorting to outside investors.
Mr. Lansing organized our sales
department from one completely dependent on a key
outside salesman, to an internal, well-controlled,
and coordinated operation. He negotiated an employment
contract with that outside salesman to bring him inside
as part of a team, a task which we had simply not been
able to do on our own.
As a result, that salesman's productivity has improved
markedly, saving us money and providing us with a more
-- Steven McClary,
President, Amcom Data Processing Services, San Leandro,
- Southern Alameda County Board of Realtors
Real Estate Board
Organization planning & cost controls.
Savings of $34,000 per year.
- Harris Realty, Inc.
Developer, Property Management, Retail Home Sales
Organization planning & contract negotiation.
Savings of $10,400 per year and management
- BASS, Inc.
Entertainment Ticket Sales
Retail ticket sales company started by two individuals
has grown to the point where the owners can no longer
manage company operations effectively. Internal problems
such as lack of direction, inadequate accounting
procedures, poor vendor relations, and mismanagement
are affecting company profitability, credit worthiness,
and growth potential.
SFMG thoroughly analyzes company's present and future
operating needs, and proposes a reorganization. The
owners concur with the plan. SFMG assists in locating
an experienced general manager, creates a new loan package
for $133,000, which is approved, and negotiates
payment arrangements with firm's creditors. The company
stabilizes, grows, and becomes more profitable, with
savings of $180,000 per year.
Mr. Lansing saved us over $30,000 the first year
and reorganized our internal operations into a smooth running process
at a crucial time for our industry.
-- John Lynch, President,
Southern Alameda County Board of Realtors; Hayward, CA