Clients

Trust.  
We realize that the nature of our business is dependent upon one key ingredient.  Trust.  Without it we are ineffective.  At Turn10 we work hard to gain your trust and confidence in the work we do.   Below are some examples of past relationships that are the hallmark of what we consider success.

High Growth

 

It started as a small business with less than 50 people and a newly appointed CEO who needed insight into the projects.  The company utilized the QuickBooks accounting system and the Unanet time keeping system but was far from compliant.  The CEO had a vision and recognized immediately that the current infrastructure could not support the growth he forsaw.  Over a period of three months data was compiled to produce the company's first project cost worksheets.  Over the next few months a transition was planned to implement Deltek GCS Premier.  In January of 2005 GCS Premier went live.  During this time the company was working on capturing a significant piece of business that would later be the largest small business award in the Department's history.  An extensive effort insued producing elaborate basis of estimates, cost proposal models and forward pricing analysis and finally the finished cost proposal volume for submission.  As part of the downselect process the company underwent a DCAA accounting system and financial capability review.  Due to the recent implementation of GCS Premier, documentation of the processes and procedures, and knowledgable representation, the company was able to receive approval of their accounting system and was represented as financially capable of handling a contract of this size.  In 2006 the contract was awarded to the company, catapulting them into an impressive growth pattern that still continues to this day.

 

Multi-tasking

 

A temporary engagement that was supposed to be simply a bridge between the prior CFO and the new CFO turned into an almost two year engagement.  In disarray after the sudden departure of the former CFO the three person accounting department was in need of leadership and the CEO was in need of financials.  Within a very short period of time finanicials were produced and the distraction of the CFO leaving soon dissapated as the foundation of trust began to build with the staff as well as with the CEO.  Just weeks into the engagement it was revealed that the former CFO had inappropriately obtained significant funds from the company and had refused to return them.  Litigation support was added to the engagement.  Through a series of events and various strategies related to accounting and payroll the company was able to recover almost half of the funds from the former CFO.  Later the engagement turned to expert witness testimony on behalf of the company and in the end the company prevailed.  At the same time the company had been approached by a large multi-billion dollar organzation expressing interest in acquiring the company.  The engagment once again morphed and due diligence support began.  The company was acquired achieving a premium EBITDA multiplier with no earn out and a position for the CEO as President of the buyer's federal operations.

 

Partnership

 

A small software product company needed a CFO to help with transition.  A short-term engagement that turned into long-term one as the relationship developed.  The company utilized the PROCAS accounting system as well as the Unanet timekeeping system.  Transition from a services based company into a product based company was still occurring and DCAA was hot on their heals.  Incurred cost submissions were prepared and submitted, and DCAA moved in for the audit.  After several days of auditing the year was finally closed with no adjustments.  DCAA was later convinced that due to the change of the company from service based cost plus contracting to a product company with time and materials services through their GSA contract that that year would be the last year DCAA would visit, something that previously was not discussed or brought to DCAA's attention.  The engagement proceeded and ended up facilitating the company's first strategic planning session in several years.  Personality differences in the management team had prevented them from engaging in previous planning sessions but through a difficult off-site session and some coaching those differences were set aside.  The result was a new direction and a renewed sense of confidence in the company.  The company continued down its path of success after success but the intangible reward was the strong relationship and bond that has been maintained throught the years even after the engagement ended.