We are a full service management firm dedicated to indentifying and creating new routes to market, driving top line growth and enhancing economic value for our clients. We have assisted more than seventy global retailers and consumer products manufacturers in the development and execution of strategic initiatives for growth and revenue enhancement. We participated in new capital funding for more than twenty of these companies. We have participated in the reorganization, repositioning, or turnaround of more than twenty retailers. Of these, five launched successful initial public offerings.

1. Who We Are, What We Do, How We Do It
Our Credentials

2. Who We Are
 We are a full service management firm dedicated to indentifying and creating new
routes to market, driving top line growth and enhancing economic value for our
clients.
 We have assisted more than seventy global retailers and consumer products
manufacturers in the development and execution of strategic initiatives for growth
and revenue enhancement. We participated in new capital funding for more than
twenty of these companies.
 We have participated in the reorganization, repositioning, or turnaround of more
than twenty retailers. Of these, five launched successful initial public offerings.
 We have assisted more than thirty emerging venture backed companies in the
identification and development of new market opportunities with strategic partners
such as Accenture and IBM.
 We are retained by concerned management, business owners, board of directors,
lead investors, private equity and attorneys. Company directors, officers and owners
also call upon us for management support and/or advisory services.
 The scope and design of our services are determined strictly by the needs of our
clients and driven by an uncompromising sense of urgency and integrity in all that
we do.

3. New Market Creation
 For a large west coast based department store, created and launched a “first of
its kind” new business concept around gourmet cooking and gourmet foods.
Sourced, developed and merchandised all product for this concept. Developed the
brand identity and “look and feel” of the concept. Launched the concept in two
stores, within one year this business successfully grew to twelve locations and
ultimately growing to more than 300 stores nationally becoming one the most
profitable and recognized brands within the company.
 For a group of Asia based manufacturers, created, developed and built a highly
successful US based private label design, manufacturing and product outsourcing
company. Led all US based retail account development, design and manufacturing.
Over a five-year period, retailers including J.C. Penney, Macy’s, Bloomingdale’s,
Mervyns, Gap, Nordstrom and Neiman-Marcus outsourced private label product
development, design and production to the company. Sourced product production
and developed manufacturing facilities throughout Asia. The company quickly
gained a reputation for high quality and high value product, delivered on time and as
promised. By year five, the company operated at a nearly twenty percent EBITDA
allowing for the successful sale to a nationally know apparel manufacturer.

4. New Market Creation
 For the Vintner’s Association of California’s leading wine producing region,
created a fully integrated “turn key” retail merchandising concept to promote and
enhance sales of premium wines and build brand name recognition for these
regional wines in Europe and Asia. At the time, just two percent of the regions wines
were being successfully exported with the bulk being in the lowest price points. The
goal was to leverage the high brand name recognition of this wine region in the
global marketplace and capture a twenty percent share of the French dominated
premium wine business in Europe and Asia. The concept was funded through
exclusive merchandising agreements with more than seventy member wineries
within the region. The export goals were realized in just over five years.
 For a large global consulting firm, identified and developed a new business
concept to capture and launch venture funded start-up’s and spin offs. Utilizing the
firms’ vast technology resources and alliances, people resources, management
expertise and global network, the Business Launch Centres became the means by
which young companies could rapidly scale and speed time to market. Twenty five
Business Launch Centres were created globally; within six months more than two
hundred start ups had become clients of the firm creating a significant increase in
total revenue. Additionally, the firm received equity participation with each Business
Launch Centre client. Within one year the consulting partnership committed $ 300
million to further fund this opportunity.

5. Strategic Solutions
With a bias for results, we provide end-to-end solutions – including development,
execution and management. Utilizing our proprietary analytic tool set we work
closely with management to develop and execute strategic initiatives for revenue
growth, brand development and positioning, product/services development, new
business development, strategic alliances and acquisitions. We excel at identifying
and creating new market opportunities. Notable examples:
 Retained by the third largest US jewelry manufacturer to enhance revenue and
shareholder value. We assisted in redirecting sales, marketing and merchandising.
In addition, based on our market analysis, we developed and helped execute
market plans for opening new retail distribution channels. Results included a nearly
40% increase in sales and the achievement of the highest gross margin and net
earnings in the company’s fifteen year history.
 Retained by a four billion dollar retailer to enhance gross margin across key
merchandise categories. Developed and conducted a key vendor diagnostic which
identified numerous purchasing, negotiating, pricing and promotion opportunities.
Created a key vendor partnership initiative which upon implementation improved
gross margin by 210 – 330 basis points depending on vendor.

6. Investment Industry Services
We have developed a proprietary set of industry specific templates for the rapid
assessment of the overall business and market condition, operational weaknesses
and strengths and potential strategic growth opportunities. We work specifically
with the investment industry in the areas of portfolio development, oversight,
support and management. Following are examples of how we have assisted private
equity investors to enhance portfolio values and accelerate liquidity events.
 Developed a client relationship with an eight billion dollar financial institution to
identify underperforming retail and consumer products companies for potential
equity investment or acquisition. Over a three year period sought, identified and
developed the investment strategy and the growth plan for ten specialty retailers
ranging from $ 50 million to $ 300 million in revenue.
 Assisted a Silicon Valley venture capital firm to monitor, assess and develop
strategic solutions for its retail portfolio. Developed the retail growth plan for four of
their specialty retailers, developed the turnaround plan for three who had become
troubled due to overexpansion and assisted in new capital funding for three others.

7. Operational Turnarounds
With a bias for action, we are committed to the four key accelerators of a
successful turnaround: Speed, Communication, Partnerships and the creation of a
detailed roadmap. Our mission is to stop the hemorrhaging within the first one
hundred days. Our goal is to achieve cash breakeven by month ten, if not sooner.
Our objective is to begin implementation of the growth plan by the end of year one.
How we do it….
Speed In the first one hundred days, assessments are made of customers,
products, markets, operations and management by strategic business unit. All key
company sites and suppliers are visited and key analytic metrics are developed to
measure performance and identify weaknesses. Areas for consolidation,
reorganization, restructuring and closure are identified. The detailed roadmap is
developed and “vetted” .
Communication We openly and continuously communicate with all employees,
customers, suppliers, lenders and shareholders. We keep no secrets and our
actions are known by all. We listen well, too.
Partnerships We believe successful turnarounds are a result of making the
employees, customers, suppliers, lenders and shareholders partners in the
process. “Buy-in” and support is crucial. So are concerns and suggestions.
Detailed Roadmap Direction, Course and Destination. Includes the execution
timetable, expected results and contingency plan ( just in case ! )

8. Operational Turnarounds
 For a Chicago based private equity firm, developed the successful
acquisition strategy and retail turnaround plan for a 145 store Women’s
specialty apparel retailer. Assuming an operating executive board level
position, assisted management with the execution of the plan including the
reorganization and restructuring of store operations, central merchandising
and product sourcing and development.
Results The investor group exited the transaction within twelve months
realizing a 100% ROI.
 For a NY Private Equity firm, developed and executed the successful
recovery and restructuring plan for a renowned luxury multi-channel
specialty retailer of fine jewelry, gifts and home furnishings. With existing
management in place, reorganized operations, merchandising and
personnel.
Results included the elimination of all operating losses, the profitable
liquidation of all unwanted inventory and the elimination of all bank debt.
Upon completion, successfully undertook the sale of the company to the
largest direct mail retailer in the United States. The restructuring, recovery
and sale were successfully accomplished over a six month time frame.

9. Operational Turnarounds
 Retained by the Board of Director’s to assume management control of a
grossly over leveraged $150 million general merchandise retailer with year end
losses exceeding 15% and a debt to equity ratio of 6:1. Within nine months,
completed the reorganization, remerchandising and repositioning of the
company.
Results 30% reduction in inventory, 8% expense reduction, and 33%
reduction in bank debt. Gross Margin improved by 226 basis points with a
corresponding improvement in EBITDA. Also recruited permanent senior
management to take the restructured, newly competitive company forward.
 Retained by the Board of Director’s to assume management control of a $ 60
million group of manufacturing companies with facilities in the United States,
Canada and England. The group’s bank covenants had been breached due to
severely declining sales, operating margins and excessive inventory levels.
Results Over a ten month period, brought the company from a $12.0 million
negative cash flow to cash flow break even. Restructured and reorganized all
sales and marketing activities, repositioned and enhanced existing product
lines, reduced SKU assortment by 60%, developed new customer service and
product programs and opened new consumer focused distribution channels.
The customer base expanded by a factor of twenty. Secured an additional
twelve million in new equity capital to further grow the company.

10. Operational Turnarounds
 Retained by company ownership to take management control of the largest
publisher and distributer of art in the US. Products ranged from posters,
calendars, and greeting cards to fine art prints, framed art, limited edition and
original fine art. Products were distributed through more than 25,000 retail
outlets and galleries globally ranging from independent retailers to the top five
retailers in the US. The company had been experiencing a steep revenue and
earnings decline .
Results Over a ten month period repositioned the company from an art
publisher to a manufacturer and producer of exclusive fine art imagery
represented in a variety of wall décor and greeting card formats. Refocused
sales efforts to the leading national US retailers in the mass, department
store and specialty home furnishings market segments. Developed a private
brands division to create proprietary products for key targeted retail
customers. Consolidated all sales and marketing efforts, created an award
winning web site, which generated over a million dollars in sales in its first
six months and fully integrated the supply chain to create significant expense
reduction and enhanced speed to market. Results included 500 basis points
increase in gross margin, 800 basis points reduction in operating expense
and, in month eight, a return to positive earnings .

11. Partial Client List
Investment Industry Services
Berkeley International Canaan Partners
Charterhouse Capital Group, Intl. CID Capital
CM Equity Partners Hambrecht & Quist
Heller Investments Interwest Partners
Mohr Davidow Nightengale & Assoc.
Price Waterhouse Quadrant Management Group
Roberston Stephens Sienna Holdings
US Venture Partners Walden Group
Strategic Services
Bloomingdales Bose Corporation
Cadillac Fairview Corp Canadian Industries, Ltd.
Deloitte Touche Duty Free Shoppers (DFS)
Hanover Direct Levi Strauss
Macys Mervyn’s
National League for Health Care Napa Valley Vintners Association
The Tom Peters Group Winn Devon Art Group
Operational Turnarounds
American Specialty Corp. Best Buy Stores
Charles Shaw Winery CPG International, Inc.
Devon Publishing Group Evan’s Furs
Gibson Holdings Gump’s Holdings
Home Express Imposters, Inc.
JC Penney Mecanorma France)
Nordstrom Pace Enterprises

12. BIO
Helen C. Bulwik
President
Helen has a long and distinguished career in successfully identifying, developing and
executing strategies for top line growth, new business development and enhancing
economic value for leading retail and consumer companies. She is nationally recognized
as a leading retail strategist and analyst. She has served as Chief Executive Officer or
Executive Chairman of six middle market retail and consumer companies, successfully
developing and implementing strategies for growth and competitiveness.
In addition, as a senior level retail strategist with three of the most retail sophisticated
consultancies in the world - IBM, Accenture and the Tom Peters Group, Helen has
advised senior management of more than seventy of the top one hundred global retailers
and consumer companies in the development and execution of strategic initiatives for
growth and a sustainable competitive advantage. Helen serves on a number of for-profit
and non-profit Boards of Directors and is a past President of the Association for
Corporate Growth. She earned both her undergraduate degree and MBA from the
University of California – Berkeley, Haas School of Business where she also served as
an Adjunct Professor for Strategic Retailing, Consumer Demand and Marketing. She is a
sought after speaker frequently and widely quoted in top business publications and the
news media.

13. Contact