Turning distressed businesses into successful companies is a key element to the success of TECT. And with the help of Stony Point Group, that’s just what we do. TECT actively grows its portfolio companies by acquiring underperforming businesses as well as well-performing corporate orphans, partnerships and other acquisitions that have niche capabilities to add to TECT’s already robust technology footprint. We particularly look for underachieving businesses with strong ties to their customers that can add unique or special technical processes to TECT, not just increase our capacity. Then, we roll up our sleeves and transform them into well-oiled machines to increase our offerings and manufacturing velocity for our customers.

If turning around a distressed business was easy, everyone would do it. It's not easy, but with the help of our sister company, Stony Point Group, it is one of TECT's strengths. We're familiar with the journey of fixing an underperforming company. We know the initial surge of energy upon acquisition and the drop in morale when changing relationships with customers and vendors create growing pains during the phase we call "the valley of despair." But most importantly, we know from experience how to push through these tough times because of our many successful turnarounds. It's a difficult journey, but it's how TECT creates viable long-term partners.

TECT's owner, Kenneth Glass, has taken on more than 400 turnarounds with an 80 percent success rate. He's learned a lot in the process and distilled it down to his 30 Rules of the Game for turning around a distressed business.

Download Ken Glass's 30 Rules of the Game

At TECT, it's lead, follow or get out of the way. So when we acquire an underperforming business, we quickly evaluate the management team and identify the strong performers, the underperformers who can be developed and the underperformers who need to go. We bring in our experienced and capable core group of due diligence professionals to perform this analysis. Once we complete the initial leadership evaluation, the TECT family of businesses and Stony Point Group have the requisite skills and team to provide temporary or permanent management to begin the turnaround and integration process.

With more than $50 million committed to new technology in 2008 alone, TECT is continually advancing its technology and facilities. TECT invests in technologies that yield a competitive advantage and acquires complementary technology to support vertical integration. It’s at the core of our business process, and it’s how we stay ahead of the industry to offer the unmatched capabilities to meet our customers’ needs. In fact, TECT often invests heavily in the necessary technology to meet specific customer requests. That’s our commitment to our customers and our commitment to investing in technology, such as: