Regent Pacific Engagements
Case Study Summaries

Case study summaries allow you an efficient way to quickly view and understand the types of clients we engage with and how we serve them. The examples shown here are representative of the variety and scope of businesses, organizations and groups we work with, but are not meant to describe all client services in detail. We encourage you to contact us with specific questions about specialized requirements.

3D Systems Corporation

A publicly-traded company founded in 1986, 3D Systems provides solid imaging products and solutions that help reduce the time and cost of designing products to facilitate direct and indirect manufacturing. Its systems utilize patented technologies that create physical objects from digital input. Based in Valencia, California, 3D Systems serves customers in 80 countries, with offices in the United States, United Kingdom, Germany, France, Italy, Hong Kong and Japan, and employs more than 500 people worldwide.

In August 1999, 3D Systems retained Regent Pacific to review the company's operations and strategic direction. In conjunction with this program, executives of Regent Pacific filled key executive positions including CEO, CFO and vice president of sales and marketing.

Regent Pacific immediately began to assist 3D Systems in developing and implementing an operating plan to improve the company's overall performance. Major components of that operating plan, including measures designed to result in margin improvements, operating savings and workforce reductions, were initiated in the fourth quarter of 1999 with strong revenue growth occurring in 2000 and 2001.

In September 2000 and again in September 2001, the company extended its agreement with Regent Pacific for an additional twelve months. The board of directors took that action based on the results achieved by Regent Pacific and the board's confidence in "their ability to continue to achieve improved results in the future."

Aca Joe

Regent Pacific was engaged initially to work with Aca Joe's external auditors to identify actions required to eliminate their "going concern" qualification on Aca Joe's audited financial results. It soon became necessary to develop a workout plan and present it to Aca Joe's bankers, led by Manufacturer's Hanover. Aca Joe was a publicly-traded, 110-store chain of franchised and owned sportswear stores with unique designs manufactured in Mexico and Asia. The company was facing significant litigation for breach of contract with its franchisees, which operated about half of its stores.

The supply lines for merchandise were controlled by Aca Joe, which failed to supply sufficient goods and, therefore, Aca Joe faced threatened litigation from a number of its franchisees. About the same time the Regent Pacific plan was reviewed by its bankers and its board, Aca Joe received an offer for the company from C. B. Vaughn, owner of C. B. Sports. The company accepted the offer, C. B. Vaughn and his people took over the company, which eliminated the need for further restructuring.

Accelerated Networks, Inc.

Shortly after its IPO in 2000, Accelerated Networks' customer-base collapsed in the telecom meltdown. In an effort to recover, the company initiated a series of unfocussed product development, sales and marketing initiatives. In January 2001, the company's board of directors retained Regent Pacific to manage the business and explore strategic options for the company. Prior to retaining Regent Pacific the company estimated that it only had enough cash to sustain its operations for about three months.

Regent Pacific focused the company's sales and marketing initiatives on well-financed customers and product development on "carrier-class" products. Simultaneously, Regent Pacific reduced operating costs and eliminated unprofitable customer-service activities. After Regent Pacific evaluated strategic options, the company was merged with Occam Networks, Inc. in December 2001.


This publicly-held, struggling seller of game software in Atari and Commodore formats retained Regent Pacific to supply an interim CFO during the audit and the issuance of the company's 10K. Regent Pacific managed the financial function as a part of the company's turnaround effort.


This privately-held supplier of process control systems, aircraft galleys, and environmental laboratory services retained Regent Pacific to manage the operations of a series of environmental protection laboratories during a period when the company was attempting to sell the division. Substantial chemistry and instrument experience was necessary, since the business relied upon selling accurate analyses of trace elements in field-collected air and water samples. Gas chromatography and other high-precision instruments were employed in the labs. Regent Pacific made several improvements in the efficiency and accuracy of the laboratories prior to the sale of the division. The company eventually sold each of its businesses and provided liquidation proceeds to its owners.

Adflex Solutions, Inc

Adflex, a publicly-held company, fabricated flexible circuits and manufactured assemblies using such circuits. It maintained design facilities in the UK, fabricated circuits at its headquarters in Chandler, Arizona, and had circuit assembly operations in Mexico and Thailand. Due to declining revenue and mounting losses, Adflex found itself in breach of loan covenants. The company's primary lender retained Regent Pacific to review Adflex's 1999 fiscal plan prior to extending any additional financing. After a short review, Regent recommended asset-based lending in a significantly lower amount than requested. A number of risks were identified and several plan improvements were recommended. Funds were advanced. In September 1999, Innovex, a competitor, acquired 75.5% of the issued and outstanding shares of Adflex and then merged the two companies.

American National Bank

Regent Pacific was retained by the law firm of Foley & Lardner of Chicago, Illinois. The law firm was representing American National Bank in a case involving the creditors' committee of J H Collectibles, Inc., a junior apparel maker. The law firm wanted an expert witness to provide testimony supporting the decision that Chapter 7 was an appropriate course of action, while the creditors' committee believed that this would lead to prolonged and expensive litigation. The lawyers' position was greatly strengthened by the fact that Regent Pacific's expert witness had extensive experience in apparel retailing, wholesaling, and even as a former buyer of the apparel wholesaler's products. This case was settled before going to trial.

Ariel Electronics

Regent Pacific was retained to provide technical/management leadership to this venture-backed startup supplier of high-speed, automated, prototype production equipment. Regent Pacific supplied the services of an interim CEO for three years. During Regent Pacific's management of the enterprise, several breakthroughs in throughput and design-to-product times were made, resulting in a successful sale of the company to a Japanese company.

Ask Group

Supplier of database and manufacturing systems. Regent Pacific was engaged by the board during the company's cash crisis to establish systems and controls that would provide effective control of cash flow, as a precursor to the sale of the company to Computer Associates, Inc. (CAI).


Regent Pacific was engaged to assist in AT&T's integration of Paradyne, a publicly-traded modem and data transmission equipment supplier, as a newly-purchased division of AT&T. Principal task was restructuring all of the data transmission equipment businesses of AT&T into a consistent business unit, including both union and non-union field service forces.

Bohannon Development

The Bohannon family owns the Hillsdale Shopping Mall in San Mateo, California. The mall had been anchored by Macy's and The Emporium. In the early 1990s, a series of ownership changes and bankruptcies resulted in a potential crisis for the Bohannon family. Their two anchor stores now had common ownership, Federated Department Stores (FDS). FDS made the decision that it did not need both stores and would close The Emporium. At the same time, one of the mall's other major stores announced it had major problems. Sales for the mall's Sears store had been declining, and Sears made a deal with the Bohannon's to give up its long-term lease. The Bohannon's were about to be left with two large, empty sites in one mall.

Meanwhile, FDS had found itself in dual-ownership situations in other mall locations. FDS sold some of these stores to Sears, some to Penney's, used some to expand Macy's, etc. FDS had made a package deal with Sears that included opening a new Sears store in the Emporium space at Hillsdale. The Bohannon's had already negotiated Sears out of the mall. The Bohannon's had a dilemma on their hands.

Regent Pacific was retained to evaluate the mall, the demographics, and to evaluate FDS's proposal regarding Sears.

Regent Pacific determined that Sears was now under new management that had revised the Sears strategy - a strategy that would work for the Hillsdale Mall. Regent Pacific persuaded the Bohannon's to accept the FDS deal to replace the Emporium site with a new prototype Sears store, and suggested that they supplement this deal, by bringing in category killers, such as Barnes & Noble, Old Navy, Tower Records, and The Good Guys. This turned out to be a double win for the Bohannon's, as the new Sears prototype did very well, and the category killers were responsible for bringing in a significant amount of new traffic to the mall.

Blum, Richard C.

Blum Capital Partners, LP, a long-term strategic equity investment management firm, owned a significant share of the famous children's retailer and wholesaler, Osh Kosh B'Gosh, based in Osh Kosh, Wisconsin. Blum wanted to determine whether to hold onto this investment, increase it or to develop and implement an exit strategy.

Regent Pacific was engaged to evaluate the company's situation and recommend the proper course of action. Regent Pacific found the company to be on the brink of serious trouble. The company had both regular stores and outlet stores under its brand name. It was about to start a third chain of stores aimed at a new size group under a different brand. This meant the company would have to deal with a new concept and a new line of apparel. This was compounded by the fact that management was attempting to change from domestic to off-shore manufacturing. But the core business was already weak and management was spread too thin. The company followed Regent Pacific's recommendation to focus on their core business in order to grow their brand.


Regent Pacific managed all tape and disk drive production for the Memorex Corporation prior to its acquisition by the Burroughs Corporation. Following the acquisition, Burroughs turned over all tape and disk drive production to the Regent Pacific-led team. At one point, prior to the plant consolidations, nine plants and over 5,000 workers were reporting into the unit. As Unisys was formed by Burroughs merger with Sperry, the Regent Pacific team reduced its scope. Later, the Regent Pacific team was called in to manage the disk drive development group of Memorex/Telex, following the spinning off of the IBM plug-compatible business by Unisys.

Calico Commerce

A publicly-traded company founded in 1994 providing an e-business suite of configuration management software. Regent Pacific was engaged by this struggling software corporation after its market cap had declined form $450 million to $6 million in less than a year. The company had never made a profit in seven years of operation and was experiencing a precipitous drop in revenue. Cash reserves were quickly being depleted.

The board retained Regent Pacific to financially and operationally restructure the company, and ultimately, to maximize value for the stakeholders. The Regent Pacific team assumed the key "C" level positions and a seat on the board. It soon became apparent that the company was too far along in a downward spiral with too few resources to turn it around. The most responsible and appropriate alternative was to find a buyer for the intellectual property and operating assets. Additionally, Regent Pacific needed to judiciously wind down, dissolve or liquidate the company's subsidiaries and other business functions under the protection of a voluntary Chapter 11 filing.

An agreement was reached to sell the intellectual property and operating assets to PeopleSoft. After the sale and bankruptcy proceedings were finalized all creditors have been paid in full. The shareholders have realized a return two to three times higher than initially thought possible. .

Chappell & Company

Regent Pacific was retained by this investment banking house to review the venture portfolio of client Gartmore Pension Management of the United Kingdom. Regent Pacific also developed a workout plan for the investment banking enterprise


Regent Pacific provided general management for this old-line supplier of drafting aids near Springfield, Massachusetts. The product line had over 10,000 products, ranging from tapes to pens to lettering aids. Regent Pacific successfully reduced the number of products by 30% with no overall loss in revenues.

Chips and Technologies

Regent Pacific supplied interim CFO services to this publicly- held semiconductor company. In Addition, Regent Pacific was retained to develop and implement an operations budgeting system. In a subsequent engagement in 1995, Regent Pacific was engaged, under the direction of the CEO to produce the company's 3-year strategic plan and an inventory product availability system for the company. The same company had previously bought the Scientific Micro Systems (SMS) board and chip business from Regent Pacific.

Clarent Corporation

Clarent Corporation, a public corporation, founded in 1996, was a leading provider of VoIP based softswitch and toll bypass product to carriers and converged voice and data access products to enterprises. In 2002, following the 2001 termination of executive management in conjunction with accounting and financial irregularities, the Board appointed Gary J. Sbona as chairman of the board and CEO and retained Regent Pacific to determine the extent of the irregularities and recommend a future course for the businesses. A comprehensive investigation revealed that revenues relating to the four quarters of 2000 and the first two quarters of 2001 were overstated.

Regent Pacific reduced staff, expenses and facilities in order to get the company operating close to breakeven. Manufacturing was moved from Redwood City, California to Montreal, Canada and Engineering was moved from Camarillo & Redwood City, California to Montreal and to Littleton, Colorado. In February 2003, substantially all of Clarent's business assets were sold to Verso Technologies as part of Clarent's voluntary reorganization under Chapter 11.


A major supplier of drafting vellum, part of the CPG International's group of companies. Regent Pacific provided negotiating services and technical advice to the company during its infraction hearings with the San Francisco, California's Bay Area Air Quality board.

CPG International

Four businesses serving the engineering drafting room, owned by a single investment house. The four were Chartpak (tapes and letter transfers), PlanHold (office cabinets for engineering prints), Clearprint (drafting vellum) and Pickett (drafting accessories). Regent Pacific was retained to provide a plan for consolidation and restructuring of the businesses and to execute that plan in a timely manner.


Regent Pacific was engaged to turn this privately-held eighteen-store retailer of craft supplies around in less than six months. Regent Pacific developed, in concert with the interim CEO, a new strategic plan for the business, including implementation of a new stock keeping/replenishment system for 40,000 stock keeping units and a central warehouse operation. Because the company was successfully turned around in less than six months, the company was able to raise a second $10 million round and hire a permanent CEO.

Daewoo/Appian Semiconductor

Regent Pacific was engaged by Daewoo Electronics, majority holder of Appian semiconductor, to provide a repositioning plan for this supplier of application-specific disk interface and graphics integrated circuits. Regent Pacific was also engaged to collect, review, organize and provide the due diligence documents for marketing the company to a new owner, Cirrus Logic.

Daisy/Cadnetix Inc.

Daisy Systems' merger with Cadnetix, completed in May of 1989, was immediately followed by a liquidity crisis for the company, announced in October of 1989. Regent Pacific was retained to manage the company and deal with the insolvency problems resulting from the merger. The board of directors appointed Gary J. Sbona as CEO and engaged Regent Pacific to provide general management services in December of 1989. Regent Pacific led the effort to produce the first release of software combining the two companies' technologies. Under Regent Pacific's management, the company successfully ported its software from proprietary hardware systems to the Sun workstation. The company was successfully sold to Intergraph Corporation in late 1990 and continued operations as the Dazix division of Intergraph.

Dickinson Cable Systems

A series of interlocking-ownership limited partnerships holding cable TV franchises in several communities in Trinity Alps, Riverside, and Bernardino, California , and in the suburbs of Phoenix, Arizona. The partnerships were 18 months delinquent in payments to the secured lenders, who retained Regent Pacific to develop alternative strategies for working out the defaulted credit. Working closely with the General Partners, Regent Pacific developed a plan to sell some of the franchises while retaining the rest. The secured lenders got full repayment within 12 months.


A privately-held supplier of specialty power supplies for semiconductor sputtering/vacuum deposition equipment. Regent Pacific was engaged to assist the founder/CEO in marketing the company, utilizing a Chapter 11 asset sale approach. The company was successfully sold within a year.


Regent Pacific was engaged by the CEO of this branded, image-based wholesale producer and retailer of junior and kids fashion apparel, accessories, and footwear. Regent Pacific provided direct contacts with key department store accounts, conducted consumer surveys in shopping malls, and an in-depth analysis of the competitive environment. This support allowed the CEO and management team to successfully turn the company around with eighteen months, moving from a $50 million loss to a $5 million profit, thereby satisfying the debt holders, who in turn, agreed to re-structure its $100 million debt.


A privately-held supplier of graphics drivers for UNIX workstations. Regent Pacific supplied board-level re-positioning strategies. The company was reorganized under Chapter 11 and is still operating.

GSPK Limited

A UK-based company with an interest in US investment. Specific investments included British Market, a retailer of UK goods through four US stores. Regent Pacific advised the company on several occasions to modify its merchandising approach, but the company failed to make the required changes. The chain was liquidated in 1993.


Engaged by this privately-held owner of the largest Macadamia nut orchard on the island of Hawaii, Regent Pacific's assignment was to certify on a quarterly basis, that the growing operations had been reviewed and that the Bank of Hawaii extensions of credit under the lending agreements had been utilized in the operations, and not diverted to other purposes. Regent Pacific assisted in renegotiating the lending agreement to eliminate the certification requirement.


A privately-held $60 million specialty retailer of children's educational toys with forty-five retail outlets throughout the U.S. Regent Pacific was engaged by the board to prepare a situation analysis and to advise the company on its merchandising and business plans. Based upon Regent Pacific's assessment of the situation, Imaginarium engaged Regent Pacific to take over the management of the company. The Regent Pacific team managed Imaginarium through a very difficult period in the company's history, maintaining normal operations through the critical Christmas holiday season in spite of inadequate financing, taking the company through a Chapter 11 proceeding, reducing staff, closing unprofitable stores, finding three qualified prospective buyers for its assets, including thirty of its remaining forty-five stores, and negotiating and closing a sale of Imaginarium's assets to the highest bidder for the benefit of its creditors.

Jacobs, Fulton and Green

Following the death of one partner and the termination of another, the sole remaining partner in this corporate communications concern retained Regent Pacific to assist in developing a business plan and in conducting bank negotiations which led to a successful renewal of its lending arrangement.

Koala Technologies

Venture-backed supplier of touch-pad hardware and software for Atari and Commodore equipment who stumbled trying to make the switch to IBM-compatible and Macintosh-compatible equipment. Regent Pacific was engaged to supply interim CFO services as the board attempted to sell the company. Company was sold to Pentron Corporation, an AMEX-traded company who subsequently changed the corporate name to Koala Technologies.

Ladenburg, Thallman

Regent Pacific was engaged by the investment house to review and render an opinion on the operations of Presto-Tek, a supplier of purified water vending machines whose fortunes appeared to have worsened since recently going public with Ladenburg, Thallman as the underwriter. Regent Pacific determined that the company had been too optimistic in forecasting the business in its pre-offering memorandum, but that the business was not in crisis.

Louis M. Martini Winery

Introduced to the third-generation operators of this premium wine producer by their bank. Regent Pacific served for three years as financial advisor to the family. Regent Pacific's efforts enabled a complete revision in their sales and distribution models and established their business planning function.

Madic Corporation

This venture-backed supplier of mini-computer based accounting and manufacturing control softwareretained Regent Pacific to deal with its financial and operational crisis. The company was successfully sold to a private investor through a Chapter 11 asset sale, and operates today as Madic/Compufact.

Management Science America (MSA)

One of the original companies packaging accounting applications for the IBM mainframe. MSA employed Regent Pacific's principals as members of its executive committee during its bankruptcy reorganization. MSA was sold for $335 million and operated as a subsidiary of Dun & Bradstreet Software.

McDonnell Information Systems (MDIS)

MDIS, a publicly-traded enterprise software provider located in the UK, engaged Regent Pacific to assist them in their due diligence in determining whether to acquire the Xerox Computer Services (XCS) division of Xerox. Upon making the decision to acquire XCS, MDIS's board of directors engaged Regent Pacific to manage this business, the "Chess Business Unit," on a post-acquisition basis. The Chess business unit's primary product offering was an enterprise resource planning system that was installed at over 250 corporate sites on a world-wide basis. During this eighteen-month engagement, the business unit achieved MDIS's pre-acquisition financial goals, including revenue, profits and cash flow, and it successfully developed and released an updated relational version of its software system.


This near-bankrupt manufacturer/reseller of IBM compatible disk drives and terminals engaged Regent Pacific to assist in reviewing the alternatives for its disk drive business. Regent Pacific reviewed its disk drive development, sales and marketing capabilities and alternatives. Due to their lack of critical mass, our recommendation was that that they sell or shut down this division. They shut it down.

Microwave Technology

Venture-backed manufacturer of Gallium Arsenide high-tech microwave amplifiers and components for use in fighter-borne acquisition and tracking systems. Regent Pacific acted as interim general managers when cutbacks in defense systems business caused unprofitable business. Regent Pacific introduced many cost reductions into the product and began a transition of the company away from defense business dependency. The company still operates in Fremont, California, and now does less than 15% defense business. Regent Pacific developed new business plans and assisted the company in bringing in a new CEO to replace Regent Pacific.


Regent Pacific was engaged by the bankruptcy trustee's counsel to provide expert witness testimony regarding the preferential payments made by MiniScribe as debtor during the preference period preceding the bankruptcy. Regent Pacific provided expert witness testimony during depositions and trial.

National Union Insurance

Counsel for several junior officers of Technical Equities, engaged Regent Pacific on behalf of National Union Insurance, the director's and officer's liability insurance carrier. A forensic effort was required to determine the degree to which the junior officers could have been aware of the senior officers' allegedly fraudulent activities. In addition, forensic effort was required to counter the creditor's assertion that an earlier bankruptcy filing would have resulted in greater proceeds from the debtor's estate. Case was settled without trial.

Network Management Inc. (NMI)

Venture-backed supplier of network management services to large federal government agencies. Regent Pacific was engaged by the board to develop alternative workout strategies following bank defaults and unpaid payroll taxes. The scope of this engagement subsequently broadened to the general management of the company through a period of financial crisis due to its lack of adequate financing. During this timeframe, Regent Pacific maintained normal operations, dealt with NMI's employees, customers, board of directors and its creditors, attempted to raise additional capital and looked for an acquirer. These efforts culminated with the sale of the assets of the company

Niebaum-Coppola Winery

Regent Pacific worked with the management of this privately-held winery to develop business plans and farming forecasts based upon alternative scenarios.


Early supplier of IBM-compatible desktop computers to large corporate accounts. Regent Pacific supplied two board members, as well as manufacturing and finance functional leadership during its startup phase. Regent Pacific supervised the activities of the Taiwanese suppliers. Several substantial cost reductions were achieved to assure competitiveness in this active market.


Franchising operation for specialty greeting card and wrapping paper stores. Reviewed company's current data-processing plan, provided advice on franchisee support to be supplied through franchiser's computer operations.

PCA International

Based in Charlotte, North Carolina, PCA International, provides professional portrait photography services within Wal-Mart discount stores and supercenters. PCA operates approximately 2,000 retail portrait studios in all 50 states, Canada, Mexico and Puerto Rico. Regent Pacific was retained by the company's largest investor and chairman of the board. At the time of the Regent Pacific engagement, the company was positioned with Kmart stores, performing well within a poor-performing chain of stores. Regent Pacific advised the company with respect to marketing direction, the hiring of key personnel, and the strategy related to a move from Kmart to Wall-Mart stores. The strategy was successfully implemented.


One of the first database software companies, supplying "Personal Pearl" to users of MS-DOS and CPM-based desktop computers. Regent Pacific supplied board members to advise this client regarding financial and strategic issues for three years during the company's startup phase. The technology was later sold to Ashton-Tate.


This manufacturer of metal drafting furniture in Orange County, California was managed by Regent Pacific for about six months, during which time the company successfully achieved its expanded production goals without investing in additional capital equipment.


Turnkey supplier of NCR-computer based donor tracking software for the development offices of educational and charitable institutions. Regent Pacific provided board members and business advice.

Prudential Securities

Regent Pacific was engaged by law firms (Thelen Marrin, then Latham & Watkins) for Prudential Securities as forensic researchers and expert witness in a lawsuit between Prudential and Kyocera over causes of the failure of LaPine Technologies, a disk drive manufacturer. Prudential was the primary investor in LaPine and Kyocera was a minority investor and supplier to LaPine. Regent Pacific concluded the failure of Kyocera to deliver product was principally due to management failures at Kyocera's manufacturing facility. Regent Pacific provided expert testimony in deposition and at arbitration hearings. Prudential was subsequently awarded in excess of $100M in damages.

Savin Corporation

Regent Pacific was engaged as general manager of this $250 million revenue, NYSE-traded reseller of office copiers and facsimile machines. Regent Pacific provided the services of a CEO. During the 16 month Chapter 11 re-organization, the company moved from $200 million negative net worth to $35 million positive net worth with a market cap of $40 million. Net operating losses of over $100 million were retained by use of bankruptcy exception. On December 14, 1993, the company successfully emerged from bankruptcy.

Scientific Micro Systems (SMS)

This $120 million supplier of disk controller chip sets and cards stumbled following the acquisition of Supermac Technologies. The board terminated the CEO and brought back the two founders as CEO and COO. Regent Pacific was engaged to provide general management services and to provide the services of an interim CEO to operate the company during the workout period. Supermac Technologies was sold to a group of investors and SMS was converted to a cash-flow positive enterprise. The secured lender opted for a bankruptcy sale, and the remainder of the company was sold to Chips and Technologies.

Shamrock Materials

A privately-held supplier of ready-mix concrete, aggregate and other building materials serving the Marin County, California region. Regent Pacific was introduced by the secured lender, provided several business plans and eventually was engaged to seek funding for a merger strategy.


A publicly-traded power MOS semiconductor developer and manufacturer with operations in the U.S., Europe, and the Far East. Regent Pacific was engaged to develop and manage the implementation of a successful restructuring and return to profitability of the business.

Silverstein and Associates

A privately-held advertising agency engaged Regent Pacific to lead a restructuring effort to improve profitability, including a move of corporate headquarters and a repositioning of the agency in the market.

Smith and Hook Winery (S&H)

A private-held winery engaged Regent Pacific to assist them in evaluating the impacts of alternative business strategies. S&H had two wine labels (Smith & Hook and Hahn Estates), each with different price points. It produced a number of different varietals for each label: Merlot, Cabernet Sauvignon and Cabernet Franc. It had vineyards that produced several different varietals of grapes, some of which were utilized by the winery & some of which were sold in bulk to other wineries. It had three existing channels of distribution (retail through its tasting rooms, and wholesale to retail distributors and to restaurants), and was considering a fourth (wholesale to airlines). Regent Pacific developed a computer-based business-planning tool to be used in assessing the impacts of implementing different business strategies, based upon all of the above variables. Regent Pacific principals worked with S&H to model a number of scenarios, and to understand the pros and cons of each. At the end of the engagement, Regent Pacific provided S&H this business-planning tool for their future planning use.

South Bay Health Center

Secured lender with defaulted credit introduced Regent Pacific to the sole remaining partner of this 30-dentist dental/optician practice. Regent Pacific assisted in renegotiating the credit line and eventual replacement of the secured lender at substantial savings to the practice.

Stylus, Inc.

This manufacturer and retailer of custom upholstered furniture, based in Corona, California, was faced with a Christmas season crunch and limited floor space. Regent Pacific was responsible for trimming the fabric selections, managing the plant floor product flow, and several other improvements that resulted in increasing the plant to three times its prior record production.

Sun Garden Packing

A family-owned, processor, packer, and seller of premium quality tomatoes and selected other products operated two packing facilities, Sun Garden Packing (SGP), San Jose, California, and Atwater Canning Company (ACC), Atwater California. Sun Garden Packing was owned by members of two families while Atwater Canning Company was owned solely by members of one family. Ownership, capital, and debt structure was different in each entity, so the two families had different, sometimes conflicting investment agendas, as indeed did the various generations within the families.

Both companies had suffered declining profits for some time. The combined operations were running at barely breakeven. However, the lender, Bank of America, was threatening to call its loan because the companies were in default on several covenants. The Bank insisted that the companies retain a consulting firm, and Regent Pacific was among those recommended.

Regent Pacific was engaged to properly align the business interests of the two companies with the appropriate family members, and return the operations to profitability. There were two phases to this assignment. In the first phase, Regent Pacific performed a detailed situation analysis and presented the findings to the combined boards of SGP and ACC. This situation analysis recommended a plan for moving forward that was based on interviews with 36 employees and family members, including family members no longer active in the business. Management supported the plan, and it was approved by both boards.

In the second phase, Regent Pacific supported the company in its efforts to move all operations to Atwater, California, and wind down the San Jose operations. Regent Pacific also assisted in meeting with key suppliers, in establishing a balanced board with outside value-added members, and most importantly, in developing its first formal business plan that met the bank's requirements.

SuperMac Technologies

At the time Regent Pacific assumed management control, this supplier of plug-compatible Macintosh accessories was the largest supplier of large monitors and controller cards for the graphics intensive applications. Regent Pacific assumed control of manufacturing and distribution, turning a large stock of returns into cash flow in order to allow time for an investment group to buy the firm. The investment group took the company public, and later sold its interest to Radius.

Tandem Computer

A publicly-traded, billion dollar supplier of fault-tolerant computer systems and software. Regent Pacific was engaged to provide a startup plan for OEM private label business in UNIX workstations to be manufactured by Tandem under Siemens and AT&T brands. In a subsequent engagement, Regent Pacific provided a study of software developer productivity.

Telmos Semiconductor

Regent Pacific was engaged by the board of this troubled supplier of CMOS semiconductors to evaluate alternatives for dealing with its cash crisis. Regent Pacific assisted management in evaluating the strategic options of the company and in successfully implementing a plan for the company to be acquired..

Thor Electronics

Regent Pacific handled the development of crisis plans and managed banking relationships for this family-owned cable and harness fabricator with significant supply contracts.

Universal Semiconductor

Venture-backed fabricator of application specific, rad-hardened semiconductors for commercial and military applications. Regent Pacific was retained by the board to liquidate the business for benefit of under-collateralized secured lender. Regent Pacific developed a build-out plan for this supplier/fabricator of application-specific integrated circuits. Regent Pacific then convinced the lender, whose note was in default, to agree to fund the three-month liquidation plan in order to take advantage of orders in hand and convert them to cash. Regent Pacific was successful in finding a buyer to take out the bank, and the company still exists.

Verity, Inc.

Regent Pacific was engaged by this publicly-traded software corporation after its market cap had declined form $135 to $30 million in less than a year. The company had never made a profit in nine years of operation and was experiencing a 60% employee turnover. Spending was out of control with five acquisitions in nine months.

The board engaged Regent Pacific to assess the situation, develop viable alternatives, refocus the company and manage it through the crisis. It was imperative that Regent Pacific bring the company to positive cash flow and P&L breakeven with limited cash resources.

The Regent Pacific team assumed the key "C" level positions and led the company to profitability in less than a year. Revenues grew more than 50% per year for the next three years. The company has just completed its sixth consecutive year of profitability, and is now the undisputed market leader in its space with revenues two times greater than its closest competitor. Verity's market cap today exceeds half a billion USD, with liquid assets in excess of $200 mil.

Regent Pacific was awarded the "TMA Large Company Turnaround Award for 1999" for the Verity turnaround success.


Supplier of business application software for the healthcare, credit union, and construction marketplace. Regent Pacific developed strategies for the restructure of the company's product offerings and expenses in order for the company to cost-effectively serve its customers.

Virtual Imaging

Venture-backed startup with IBM desktop approach to image processing for medical and film restoration/coloring applications. At the request of the board, Regent Pacific developed and implemented a cost-reduction plan while managing the company until a new CEO was found.

Zell - Chilmark

Regent Pacific was engaged in an advisory role to this investment firm during its takeover of Carter Hawley Hale (Emporium, Broadway stores) as part of a bankruptcy reorganization. Regent Pacific principals provided advice on a day-to-day basis for the nearly ten-month period required to complete the transaction.