Proof
The Event Did Not Create the Weakness. It Exposed It.
Selected engagements where structure, discipline, and execution made the difference. Every case follows the same arc: a successful business discovered a structural vulnerability — and fixed it before the next stage tested what was missing.
Turnaround
Rapid Turnaround of a Distressed Manufacturer
Situation
A $12M manufacturing company facing cash-flow crisis, operational breakdown, and loss of lender confidence after years of founder-led management without structural discipline.
Vulnerability
Founder dependence, weak financial controls, no operating cadence, customer concentration, and a leadership team unable to function without daily owner intervention.
IAG Intervention
Embedded interim operating leadership, rebuilt financial reporting and cash discipline, restructured customer contracts, implemented weekly operating cadence, and developed a leadership accountability framework.
Outcome
Revenue stabilized, cash flow restored, lender relationship repaired, leadership team functioning independently, and the company positioned for sustainable growth.
Lesson
Revenue does not equal health. A business can look successful on paper while operating on borrowed structural time.
Family Business
Family Business Continuity During Leadership Crisis
Situation
A second-generation family business with strong revenue and a loyal customer base faced an unexpected CEO departure and unresolved sibling ownership tensions.
Vulnerability
No succession plan, unclear decision rights between family members, undocumented institutional knowledge, and a board that had not been activated to guide the transition.
IAG Intervention
Activated governance structure, facilitated family alignment conversations, documented operating knowledge, developed a leadership succession roadmap, and built board-level accountability.
Outcome
Family alignment achieved, succession plan in place, leadership transition completed without customer disruption, and transferable value protected.
Lesson
Legacy requires structure. Family businesses need governance and succession planning before the crisis forces it.
Repatriation
Manufacturing Repatriation and Supply Chain Rebuild
Situation
A company dependent on overseas manufacturing needed to repatriate production to the U.S. due to supply chain risk, quality inconsistency, and rising geopolitical uncertainty.
Vulnerability
No domestic supplier network, unclear cost structure for U.S. production, quality control gaps, and leadership inexperienced in domestic manufacturing setup.
IAG Intervention
Assessed total cost of ownership, developed domestic supplier strategy, implemented quality control systems, managed facility and equipment transition, and built U.S. operating team.
Outcome
Successful production transition, cost visibility achieved, quality standards met, supply chain risk reduced, and new domestic manufacturing capability established.
Lesson
Repatriation is not just about moving production. It is about building the operating structure to support it.
Operating Structure
Middle-Market Engineering Company Transformation
Situation
A technical engineering company with strong capabilities but weak commercial discipline needed to professionalize operations before a planned growth initiative.
Vulnerability
No operating cadence, unclear accountability, weak financial visibility, technical founder still managing day-to-day operations, and no management bench for scale.
IAG Intervention
Built operating structure, implemented KPI and reporting discipline, developed management cadence, reduced founder dependence, and created a leadership development pipeline.
Outcome
Operating margin improved, management team functioning independently, founder able to focus on strategic direction, and business positioned for the planned growth stage.
Lesson
Technical excellence does not substitute for operating discipline. Growth requires the structure to support it.
Succession
Owner/Founder Transition and Succession Execution
Situation
A founder-led company with 25+ years of history needed to prepare for the owner's retirement without a clear internal successor or documented business knowledge.
Vulnerability
Owner as sole decision-maker, no leadership pipeline, undocumented processes and relationships, weak governance, and no clear transition timeline or plan.
IAG Intervention
Documented operating knowledge and key relationships, developed internal leadership candidates, built governance structure, created phased transition plan, and prepared the business for post-founder operation.
Outcome
Internal successor identified and developed, transition plan executed over 18 months, founder exited successfully, and business continued operating without disruption.
Lesson
Succession is not a date. It is the risk profile of the business. The longer you wait, the fewer options you have.
"The value is not in keeping IAG in the business. The value is in helping the business become stronger when IAG leaves."
— IAG Operating Principle
Your Business Could Be the Next Case Study.
The question is not whether you have vulnerabilities. The question is whether you will find them before the next stage does.
Start with a Business Reality Review