Turnaround Consulting for Technology Businesses
Eliminating Existential Threats for Technology Businesses
Turnaround Consulting
Polyhedron provides high-touch, hands-on turnaround services to businesses in crisis and prepares them for their next phase of growth.
We provide expertise, leadership and bandwidth for small-to-medium size technology businesses facing significant business, operational, legal, or technical challenges. With over 35 years of experience in technology management and operations, we are especially knowledgeable in semiconductor, software, and electronics businesses.
If your business is in crisis, don’t to go through the lengthy search process for yet another growth executive – contact us. Polyhedron will work hand-in-hand with your team to stabilize the company, extend the runway, and position it for growth and success.
We’re the ER surgeon for the crisis moment when your business needs an experienced, calm, and confident executive to conquer long odds within impossibly short timeframes.
Testimonials
PRACTICE
Turnaround Leadership
We restore confidence and extend your runway by leveraging our track record, energy, can-do attitude, and ability to think outside the box and thread the needle through a tangled web of business problems.
Complex, Game-Changing Transactions
IP licensing, mergers and acquisitions, leveraged buyouts, etc., including proven success in cross-border transactions and in-depth experience in Japan, Korea, and Taiwan
Litigation
Patents, torts, contract disputes, and shareholder lawsuits
Semiconductors
Microprocessors, memory, EDA software, ASIC, IP licensing
ABOUT
Engagement Model
Turnaround is an all-consuming process. Therefore, we believe in a high-touch, hands-on approach to each assignment.
At Polyhedron we take on only one turnaround CEO assignment, or up to two turnaround executive roles at any given time.
We carry out the recommendations we make to the board in actions that we are accountable for, and we work side-by-side with the management team to bring the business back to health so it can either grow organically or as part of another business.
Our business model includes a monthly retainer fee and a success fee. We usually do not stay with a business for more than 18 months, especially if the business has successfully resumed its growth. We believe growth business requires different skills from that of turnaround business. The business deserves to hire the team that’s best suited for growth after our successful turnaround.
Track Record
Game changing deals, revenue and market share growth, gut-wrenching turnarounds
Experience
Complex business, M&A, and LBO transactions; product development, launch, sales, and litigation; intellectual properties, semiconductor, software, and systems
Experience
We specialize in crisis moments for technology businesses. We have a track record of utilizing the “game changing” nature of technology and bringing businesses out of life-threatening situations.
We apply first-hand experience through the life cycles of a variety of technologies to help you get through your most difficult situations.
Experience
We specialize in crisis moments for technology business. We have a track record of utilizing the “game changing” nature of technology and bringing businesses out of life-threatening situations.
We apply first-hand experience through the life cycles of a variety of technologies to help you get through your most difficult situations.
Track Record
Game changing deals, revenue and market share growth, gut-wrenching turnarounds
Experience
Complex business, M&A, and LBO transactions; product development, launch, sales, and litigation; intellectual properties, semiconductor, software, and systems
IMHO
Insights & Opinions
Unlike medical emergencies, where an ER doctor is assigned to the patient automatically, you have to find a turnaround executive in a hurry, most likely without first-hand knowledge of candidates’ performance in crisis situations.
So, is Polyhedron right for your situation and your team? Here, you’ll find insights about how we approach some common turnaround situations. We hope they shed light on our perspective, and more importantly, illustrate how turnaround requires specialized management and leadership skills.
Is Turnaround Worth the Effort?
By the time most board directors think about turnarounds, multiple unsuccessful attempts have been made to grow the business. Naturally, the questions would be: Why would it work this time? How does a turnaround specialist evaluate a business in crisis in a way that’s different from a growth executive?
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SWOT in Turnaround Situations
What’s really critical in this popular planning process in turnarounds and how can you maximize its effectiveness?
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Selling to Giants
A company in crisis worth saving usually has a super-size deal pending. The question is, if it’s real, how do you get the deal done before the business runs out of time/money?
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