Revitalizing the Under-Performing Company
Vol. I, Issue 1

In twenty years of working with businesses of all sizes and in many different industries, we've discovered that under-performing businesses fall into three general categories; namely:
1. The emerging company...
2. The company-in-transition, and ...
3. The financially troubled firm that continues to be unprofitable.
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Five Crucial Questions You Need to Ask
to Insure Business Success

Vol. I, Issue 2

Approximately 90% of business failures occur because of bad management; the rest fail because of bad luck – employee dishonesty, natural disasters, departure or death of a key employee who cannot be replaced. "Bad Management" encompasses strategic and operational mistakes, miscues, and poor judgment.

During the course of interviewing a client whose business is experiencing financial problems we try to discover why and how the business stumbled into its current problems. The answers invariably include the following:
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Ten Do's and Don'ts to Keep
Your Banker Happy

Vol. I, Issue 3

The bank's approval of your credit line or term loan is only the beginning of the banking relationship. Banks require continuing care
and feeding by business managers. Too often companies fail to keep their banks informed about critical developments, especially the bad news. A management team that consistently keeps its bank in the dark may find itself looking for a new bank just when the company's financial picture is the bleakest.

In this newsletter, Gary Goldstick, outlines five things companies should never do and five things companies should always do to maintain a solid banking relationship. Unfortunately, this simple advice is frequently ignored.
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So Your Client is Killing Her Business?
Tell Her!

Vol. I, Issue 4

The most critical factor that ultimately determines the fate of an under-performing or financially troubled company is the early determination that "business as usual" is not working - and a strategic change is required. Early detection of financial problems prior to the onset of the death spiral provides the operating executives the most options. Financial distress, like cancer, is a progressive disease; the sooner its symptoms are noticed and acknowledged, the greater the likelihood that the business will survive and return to financial health.

By following the guidelines in this newsletter, you can alert your client to developing problems in a constructive and non-threatening way, providing him with an invaluable asset; the early warning that is a prerequisite for a successful cure.
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The Business Health Index is a self-testing instrument that will provide a business owner a general diagnosis of the company's health.Take the test

Mr. Goldstick has published a novel and two non-fiction books:

Saving the Karamazovs
by Gary Goldstick

Jerry Bascomb is working wonders on Wall Street in 1990. Single and not yet 40, the investment banker enjoys the fruits of his success. But then he learns the family business is on the brink of disaster...

Business RX: How To Get In
The Black & Stay There

by Gary Goldstick

“Business RX gives you solid information on the causes of failure, and a good dose of how to take positive action that can heal a troubled company. Along the way, Goldstick offers a few valuable insights.
Success Magazine

Romancing the Business Loan: Getting Your Banker to say “YES” in the 90’s
by Gary Goldstick

“Gary offers new insights on developing a good relationship with bankers. His real life examples will prove informative to any reader who is trying to secure a business loan.”
Rayburn S. Dezember, Former Chairman, American National Bank


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