Goodrich

  • by Michael Katz
    Every well-run company relies on data to operate the business. But using the wrong data or looking at it in the wrong way can lead to faulty “insights.” This month, I take a look at how data should (and should not) be used by businesses when attempting to draw conclusions and make decisions. Read more… […]
  • by Michael Katz
    When it is not possible to turn a financially troubled business around, selling is usually the best option. However, selling a distressed business is not the same as selling a healthy one. Today’s newsletter explains why and offers suggestions — and cautions — if you find yourself in this position. Read more… The post Tips […]
  • by Michael Katz
    Choosing an appropriate bank for your business is a non-trivial, yet often overlooked decision. A good match is important, and changing lenders is never simple. In today’s newsletter, I lay out the factors to consider and walk you through a typical winnowing process from start to finish. Read more… The post How to Pick a […]
  • by Michael Katz
    In business, change isn’t just inevitable — it’s essential for survival and growth. But making change happen in any organization can be difficult; it requires more than just a few tweaks at the edges, here and there. In today’s newsletter, I share my firsthand experiences with organizational change and offer insights into what really drives […]
  • by Michael Katz
    When a business is in financial trouble, an understanding of its “liquidation value” is essential. Liquidation value is the value of the monetized components of the business, such as accounts receivables, equipment, etc., should the business not be sold as an ongoing concern. Who gets what is then a function of creditor claims on specific […]