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Neil Kashyap and Neil Lombardo (HBS '08) acquired Winnan Metal, Inc., a metal fabrication shop, after raising a search fund and an 11 month search to fulfill their dreams of becoming business owners. Two weeks after they took control of the company, Winnan's largest customer (60% of company revenues) threatened to take its business elsewhere. One year later, they had regained the respect of their customers and won the trust of their employees to promote a new culture of empowerment and respect. They wondered how to prioritize options to grow the business as they did not want to spread themselves too thin.

Susie Gordon and Antonio Barile, a married couple, own a manufacturing company together. When their first child was born, they agreed that Susie would stay home with the kids while Antonio ran the business, and then, after a few years, they would swap roles. Now Susie is itching to get back to work, but Antonio is reluctant to step out of the CEO's job and return home. Does he have to honor their original deal--and what will happen if he doesn't? This fictional case study is written by Jim Sharpe and James Weber and features expert commentary by Paola Carniglia, Linda Katz, and Mike Katz.

Susie Gordon and Antonio Barile, a married couple, own a manufacturing company together. When their first child was born, they agreed that Susie would stay home with the kids while Antonio ran the business, and then, after a few years, they would swap roles. Now Susie is itching to get back to work, but Antonio is reluctant to step out of the CEO's job and return home. Does he have to honor their original deal--and what will happen if he doesn't? This fictional case study is written by Jim Sharpe and James Weber and features expert commentary by Paola Carniglia, Linda Katz, and Mike Katz.

Susie Gordon and Antonio Barile, a married couple, own a manufacturing company together. When their first child was born, they agreed that Susie would stay home with the kids while Antonio ran the business, and then, after a few years, they would swap roles. Now Susie is itching to get back to work, but Antonio is reluctant to step out of the CEO's job and return home. Does he have to honor their original deal--and what will happen if he doesn't? This fictional case study is written by Jim Sharpe and James Weber and features expert commentary by Paola Carniglia, Linda Katz, and Mike Katz.

This is the Spreadsheet Supplement for Montague Corporation: Unfolding the Future in Cycling (Case #808087). Includes Exhibit 3, Exhibit 5, Exhibit 6, and Exhibit 8.

Jose Angel Medina, had previously been involved in many turnarounds; this one was different. Comprosa, a Spanish manufacturer of packaging films, had a long history of success but had recently fallen on tough times due to decisions made by the CEO in his attempt to find a buyer for the company coupled with the financial crises in Europe in 2008. Medina, a turnaround professional, had been brought in to save it. In March, 2009, eight months after taking charge, the situation had stabilized but the company had not shown profits. As Comprosa reached breakeven, Medina reflected on how to continue to drive up the company profits. Their markets were mature and powerful Indian and Chinese competitors had achieved economies of scale that Comprosa could never reach. Tired and exhausted he needed to implement with urgency a plan to finalize the turnaround. After determining that the business was worth saving and stablizing the cash situation, Medina takes a number of steps to bring the company quickly back to break even. Now he is faced with determining what steps to take to get the company back to solid profitability.

This is the spreadsheet supplement for HBS Case 803065, containing Exhibit 3 as an excel document.

This is the spreadsheet supplement for the "Will Racing The Planet Ltd. Reach the Finish Line?" case #807148. It contains exhibits 4 and 9.

This is the Spreadsheet Supplement for HBS Case #810065 (AME Learning). Includes Exhibit 1, Exhibit 2, Exhibit 8, and Exhibit 9.

Spreadsheet supplement for case 808099.

This is a spreadsheet supplement for HBS case #807089 (Keggfarms). Includes Exhibit 1, Exhibit 4, and Exhibit 5.

This is the spreadsheet supplement for case ElastoTherm: The Next Step(813030). This contains the electronic copy of exhibits 1 and 2.

This is the Spreadsheet Supplement for To JV or Not To JV? That is the Question (for XTech in China) HBS Case 807118. Includes Exhibit 1.

This is the Spreadsheet Supplement for Studio Moderna - A Venture in Eastern Europe (HBS Case #808110). Includes Exhibit 3a, Exhibit 3b, Exhibit 5, and Exhibit 6.

Julia and Nate Burstein were living their dream running their own business and balancing the demands between their work and family obligations while creating a company that was responsive to their employees' and their customers' needs. The Bursteins had joined a large multinational manufacturing company after receiving their MBAs from HBS, but soon left to join Julia's family plastics business. After the business was sold, they struck out on their own to search for a similar business. They purchased Elasto Therm, with $8 million in revenue from manufactured rubber and urethane components, with their own cash, bank financing, and the seller, partly in the form of an employee stock ownership plan (ESOP). Initially, Nate ran the business and after a few years changed roles with Julia to stay at home with their young children for three years. The two were in charge as co-CEOs before Julia relinquished her responsibilities to be at home again. The couple significantly strengthened the organization's talent, focused on innovation, growth, and provided a learning environment for their employees. Through cost efficiencies and pricing strategies, Elasto Therm was able to achieve higher margins than their competitors and focused on low-volume, short-run orders as they continued to expand the business. The 2008 recession forced them to reexamine all aspects of the business, and it retained profitability after painful cutbacks in the organization. To continue their growth into the next decade, they are faced with the choice of acquiring other businesses or growing more organically by adding to their sales organization to achieve geographic expansion.

Wayne Ferrari has bridged the gap between being an independent entrepreneur and a "professional manager." After selling his business to a Private Equity (PE) firm, Ferrari takes on the role of CEO and with their support implements a roll-up strategy to attain growth through acquisition in the mechanical controls distribution industry. Ferrari received support from the PE firm in negotiating and financing acquisitions but faced the challenging task of integrating them into the core business. Getting all the operations on a common IT platform proves more challenging than he expected. Developing an organization that supports a new strategy of application support for their customer base requires a change in culture and an evolving leadership challenge for the business. The most immediate challenge is to implement a "pricing" model to be used with all customers that takes into consideration a variety of customer specific characteristics to set optimal pricing for quotations. On "go live" day, the sales force "is up in arms" requesting that their "special customer deals" be sheltered from this new system. The case outlines a brief history of the business, the changes over the last six years and details on the challenges Ferrari faces as iAutomation continues to expand.

Course Overview and Syllabus for RSME. This note outlines the learning objectives, course goals, module structure and class details along with the cases, dates and supplemental readings for the Running Small and Medium Size Enterprises (RSME), Winter Term 2013 course.

Course Overview and Syllabus in the Fall Term 2012 for the Entrepreneurial Management in a Turnaround Environment (EMTE) course.