FitzGerald Associates Business Catalysts Since 1976
Lake Forest, IL 60045
� Profit /Performance Improvement1 � Business Mobilization
� Preemptive Turnaround2 � Executive On-Boarding3
� Due Diligence4 � Re-Engineering1
FitzGerald Associates provides unique business profit and performance improvement services to the managing officers and equity investors of US and Canadian companies. We make possible levels of corporate transformation that are an order of magnitude greater and faster than are obtainable by traditional means. An ROI of 10:1 or better is to be expected.
We created (in 1980) a truly unique, and uniquely successful, technology / methodology for our work. It identifies and measures the root causes of performance and triggers changes in them. The measurements are provided as a Balance Sheet and P&L. The validity of our approach has been borne out in large scale independent, longitudinal studies by LSE and McKinsey.
We work with senior management and act as catalysts in their improvement of their company.
We enable them to focus, not just on improving the usual factors addressed by traditional advisory services, but on transforming the very Operating Dynamic of the company - the organizational and human factors that cause, underlie and drive performance - think, Will to Compete.
This is something entirely unique to our practice.
Our work has been proven time after time on the bottom lines of companies that range in size from small to Fortune 500 - in performance from early-decline to high-achieving.
Our consultants are all accomplished corporate diagnosticians, business catalysts and fierce advocates for the success of our clients.
Tom FitzGerald 847-599-9960 firstname.lastname@example.org www.ManagementConsultants.com
Best-in-Class for Corporate Turnaround / Renewal - CEO Refresher Magazine
NOTE: Using traditional approaches:
1 Only about 30% of improvement programs deliver increased profits. Much fewer show ROI improvements.
2 Long before performance shows in the financials, the causes are there. They can be measured. They can be changed.
3 50% of all new executives are gone in 18 months; they are not provided with information on what causes performance.
4 Due diligence audits do not address causes.