Strategy, Tactics, Results.

• Profitable and unprofitable companies benefit from a periodic review of their strategic plans in an ever-changing competitive and technological environment.
• Companies looking to or preparing for ownership transitions through sale to outside parties, transferring owner ownership to family, or third-party investments can use Rubin Hill’s advice and guidance.
• During times of stress, an outside objective business strategic analysis is critical to lasting, long-term health and value creation.

Rubin Hill works with various funding providers, including debt and equity, hard money, and conventional lending, to provide growth or restructuring funding.

• Occasionally, companies may find themselves in financial and economic circumstances unfamiliar to them, whether good or bad. Throughout the years, Rubin Hill’s turnaround and crisis management strategies have assisted clients in surviving economic downturns, unexpected growth spurts, sales contractions, management decisions, or just plain bad luck.
• Rubin Hill aims to help companies avoid bankruptcy by providing them with tactical and strategic management services. However, there are circumstances when a bankruptcy is appropriate. Through bankruptcy, many companies have emerged positioned to succeed strategically, financially, and organizationally.

Clients have utilized the expertise of Rubin Hill’s professionals on an interim basis. Whether they need to fill an open position crucial to a company’s operations or at the recommendation of the company’s lender, investors, or law firms, the Rubin Hill professionals can quickly be assigned to fill those situations.

Many of our clients have utilized the expertise of our professionals on an interim basis. Whether it’s driven by the need to fill an open position that is crucial to the operations of a company or a need driven by the recommendation of the company’s lender, investors, or law firm, the RubinHill professionals can quickly be deployed to fill those gaps.

The RubinHill team is composed of seasoned executives that have held roles as:

• Chief Executive Officer
• Chief Financial Officer
• Chief Operating Officer
• Chief Restructuring Officer
• Controller
• Director of Financial Reporting
• Staff accountant
• Various other financial positions

Our experience across various industries allows us to provide our clients with the intellectual capital to drive a smooth transition and execute measurable results.

Clients frequently ask Rubin Hill to recruit and vet qualified personnel for various management and operational positions.

An East Coast retailer was referred to Rubin Hill by a local bank. Rubin Hill developed a cash flow, management information, and operating metrics structure. Rubin Hill also prepared a funding memorandum with the client for a working capital line and real estate purchase. The retailer has a successful brick-and-mortar and internet presence, as well as an off-site warehouse and fulfillment center.

A West Coast retailer had eleven stores in shopping centers and malls in four northwest states. Rubin Hill was referred by a company in the industry. Rubin Hill developed a detailed review of the company and operations to determine added working capital requirements and the likelihood of securing financing. As a family-owned business, the decision was made to sell the business and associated real estate after a risk assessment.

This family owned business was a turn-around situation. After a series of technical and financial defaults, Rubin Hill was referred by a national bank to restructure, liquidate, or sell the company. Rubin Hill developed cash flows and detailed operating budgets, negotiated vendor settlement agreements, and tightened credit policies. The bank debt was restructured after several forbearance agreements with multiple banks. Rubin Hill obtained an interim “hard money” loan to facilitate restructuring. As a result, the company survived the turnaround and avoided bankruptcy. Rubin Hill remained a consultant for strategic and financial planning at the company. The company regained sales traction and positive EBITDA and cash flow. The company was sold in the past year for over $50 million.

The contractor defaulted on bank debt of several hundred thousand dollars and was behind in payroll and sales taxes. An accounting firm referred Rubin Hill. Rubin Hill negotiated forbearance agreements with banks, developed tax payment plans, restructured the organization, established proposal and production operating plans, and obtained “hard money” loans to start funding. The company’s sales improved, and EBITDA became positive. The company secured $14 million in conventional financing from a national lender. Rubin Hill negotiated an asset purchase of another strategic and synergistic contractor. Over these six years, contractor revenue increased from $6.0 to $40 million.

The company is recovering from a crisis and shakeup in ownership and management. The new owner inherited a company with no structure and extensive overhanging debt. An attorney referred Rubin Hill. With company personnel, Rubin Hill prepared daily/weekly cash flow, reorganized financial operations, and assisted in vendor negotiations. Rubin Hill also arranged interim financing and advised on the company’s sale. The closing date for the sale of the company is mid-2024, with a favorable EBITDA multiple.

The company was a family-owned Mid-Atlantic steel fabricator with $60 million in revenue. The company produced financial statements using the percent complete accounting method. When the financials were restated due to job overruns and bad estimates, the company defaulted with the lender. Rubin Hill was referred by an attorney and negotiated a forbearance agreement with the lender. Rubin Hill reorganized operations and management structure and improved cost reporting and proposal processes. Rubin Hill assisted in securing a new conventional credit facility with a national bank and assisted in the company’s sale.

The company was formerly owned by a national home security company and referred by a previous client. The new owners had insufficient cash flow to service acquired debt. Rubin Hill established daily/weekly cash planning, revamped maintenance and service contracts, pricing, and collection. Rubin Hill negotiated a term out arrangement for payroll taxes and developed synergistic partnerships in the NYC metro area. The company was acquired by a leading telecom company.