The Pioneers in Business Turnarounds

First To Meet the Wholistic Needs of a Struggling Company

As a pioneer in the world of business transformation and operational turnarounds, our unique business model was established in 1998 after years of work with global companies in North America and internationally.

We took leadership positions within companies to grow, pivot or fix troubled assets caught in difficult circumstances. They faced operational, leadership, financial, product and market-related issues.

More often than not, our challenge was a complex mix of all of the above.

The Parissis Partners vision was to become a platform for business transformation. In our work, time is of the essence. Issues need to be addressed now and not “eventually”.

To do that, we had to be embedded within a troubled business and lead from the front. This was critical because if at the end of the day, leaders could fix their own business by themselves, they would. They needed tangible solutions or best outcomes, not the latest academic theories.

Business Transformation and Turnarounds are about getting your hands dirty in the trenches, and about having the courage to “own” the outcomes.

There were very few service providers, and small or mid-sized companies could not even afford turnaround expertise. If ownership or management had issues in their businesses, they reached out to their accountants, lawyers, bankers or even hired a consultant.

Professionals did what they could. The problem was they were not operators and they never “owned” the outcomes. But if things went sideways, they still collected their fees.

More importantly, as each professional had a unique window into the business issues, it was all left to the struggling operators to “synthesize” individual professional advice. This was a real challenge for them.

Business leaders and shareholders always demand outcomes. They are assessed and compensated on results, and not on intentions.

Moreover, everyone who has managed a business knows that details and successful implementation drive outcomes. The salient challenge is to chart a new path, not to reach for outdated maps.

So, let’s be blunt. If your house has electrical issues, you don’t need electrical drawings so that hopefully or eventually you somehow figure the problem out. You need an electrician, now.