A $150M private equity backed building products company

A $1B private equity owned automotive aftermarket re-manufacturer was seeking to acquire a $140M bolt-on. 

A Private equity firm looking to acquire a $15M revenue medical device company retained TriVista to perform a Quality of Operations due diligence

A Private Equity-backed specialty coatings company was seeking to acquire a sizeable competitor with complementary adjacencies hired TriVIsta to conduct a pre-acquisition Quality of Operations® Due Diligence assessment to model the options, costs, savings and resources required to integrate the businesses, as well as develop a detailed integration plan

A Private Equity firm retained TriVista to conduct a pre-acquisition Quality of Operations® Due Diligence on a $57M manufacturer and supplier of specialty car care chemical products

A $250 million machined aerospace structures company with seven global production facilities serving both military and commercial aerospace markets had made multiple acquisitions each year for several years and had significant discrepancies in operational performance from factory to factory (7 total). Many of the acquisitions had been long time family run businesses that had limited operational best practice implementation or adaption. As a result, several of the facilities were operating at sub-optimal performance level. The holding company turned to TriVista, leveraging our expert team to identify manufacturing and inventory opportunities within two production facilities representing approximately $140 million in sales. A key deliverable was to determine why these two facilities, despite exceeding growth expectations on topline revenue, were lagging on margin, EBITDA and cash flow performance compared to the remaining five sites.

A $250 million machined aerospace structures company with seven global production facilities serving both military and commercial aerospace markets had made multiple acquisitions each year for several years and had significant discrepancies in operational performance from factory to factory (7 total). Many of the acquisitions had been long time family run businesses that had limited operational best practice implementation or adaption. As a result, several of the facilities were operating at sub-optimal performance level. The holding company turned to TriVista, leveraging our expert team to identify manufacturing and inventory opportunities within two production facilities representing approximately $140 million in sales. A key deliverable was to determine why these two facilities, despite exceeding growth expectations on topline revenue, were lagging on margin, EBITDA and cash flow performance compared to the remaining five sites.

A private equity owned sporting goods manufacturer was experiencing declining margins and excess capacity at their China production facility. Smaller production volumes, poor inventory management and shrinking profits necessitated the closure of their full-scale production facility. TriVista was retained to facilitate and manage the shutdown and transfer the remaining inventory, supply chain and production back to the US headquarters. Multiple levels of negotiations were necessary to keep labor unions, government officials, and interested parties all satisfied during the closure.

A successful, international manufacturing company was struggling with its existing China facility, comprised of multiple small warehouses and poor process flow. With growing domestic sales in China, the client decided to make a long-term investment in relocating to a new facility with improved production flow and room for expected growth. Recognizing that our client faced multiple deadlines with their customers and landlords, TriVista was committed to meet our client’s needs while adapting the project schedule to best fit the changing order flow. Communication was essential, requiring input from both American and Chinese stakeholders in multiple languages to conduct the feasibility study, select the new facility, make necessary improvements and manage the relocation.

TriVista guided a large automotive manufacturing company through the process of establishing a new facility, which included a multi-region feasibility study, comprehensive project design, and a strategic implementation plan.