What our clients think…

“Our company has grown dramatically in a very short time and that has placed a good deal of pressure on how we operate. Moe’s unique understanding of the construction business and the small privately-held company environment, with all its personality nuances has enabled him to have a major positive impact on our performance”

Kathy Liptak, Chief Financial Officer
The Longden Company, Hudson, MA
Access flooring and clean room contractor

“As our business continues to grow and prosper, we were finding it more and more difficult to continue to do things the same old way. In particular, my own job was burdened with a mountain of minutia that simply shouldn’t have been there. Moe structured the kind of organizational responsibility and accountability that let’s us get things done. I couldn’t be more pleased!”

Lee Sullivan, President
A&A Window Products Inc. Malden, MA
Window, door, storefront and curtain wall contractor

“We certainly got our money’s worth. The programs developed by New England Mentor definitely saved us money and were worth the cost, one which, by the way, was significantly below other options we looked at.”

Bob Spencer, President
Candela Sales/The Party Warehouse, Oakland, CA
Ten store retail party goods chain

“Only a few words are needed to describe New England Mentor’s service to our company: Knowledgeable, Attentive to Our Needs, and a solid Value for our investment.”

Don Kingston, Chief Financial Officer
Cambridge Packing Co., Inc., Boston, MA
Meat processing and Distribution Company

“We worked with Maurice Aubuchon several years ago and were impressed with his professionalism and the quality of his guidance, so much so that recently when we had the need to address a totally different set of issues involving a separate area of our business, his name was the first to come to mind. We have always been pleased with Moe’s disciplined approach to his craft, always remaining focused, delivering everything he promised, on time and on budget."

Bill Elovitz, President
Building 19, Inc. Hingham, MA
Renowned local discount retail chain

• Established a job-scheduling system to plan and control labor and materials resources.
• Revamped the documentation requirements and flow to assure consistency, efficiency and discipline.
• Established clear job functions for everyone involved in the job “fulfillment” process, limiting job overlap, redundancy, “finger pointing” and enhancing communication and control.
• Formalized the internal communication network so that sales, financial, and operational personnel all know what is going on and work together to address customer/job issues.

• Everyone knows the status of all jobs at all times!
• Interdepartmental communication is more effective than it has ever been!
• Jobs are planned and processed correctly the first time.
• Materials waste and duplication have been reduced by half
• Labor costs as a percentage of sales have decreased 10%.

“Crisis Equals Opportunity”- The Story of Infosmith
The business began more than a decade ago, succeeding by virtue of its ability to move lots of product at moderate but acceptable margins. Unfortunately, the market changed. Sales dropped by over 40%, margins deteriorated and expenses increased sharply. Vendor relationships became strained; the bank line of credit was maxed.

Enter New England Mentor. The business was reorganized, expenses sharply reduced, market focus redirected, the organization structure was revamped, creative financing programs were obtained.

Results: While sales remained level, gross margins shot from 15% to 27%. The leaner, meaner infrastructure now operates at 60% of the overhead costs previously required. Service productivity has increased from 55% to 110%. The line of credit has been paid off. Profitability was restored.

“Time is Money” – The Story of Dr. Toothfairy
A dentist (yes, a dentist) worked nose to the grindstone, seeing patients, performing treatments, hour after hour, day after day. Profits though fair for a practice this size, never seemed to be adequate for the lifestyle desired. The workload was hectic, the business management stressful, the pace debilitating. One day it simply struck the Doctor that there must be
a better way.

Enter New England Mentor. The practice was turned up side down: 75% of the insurance programs sponsored were discontinued, new staff was hired, productive hygiene operations were initiated, and the entire marketing program was revolutionized. Business management functions were outsourced to NEM professionals.

Results: Total monthly gross production and collections increased by 100%. Key expense items were reduced by 21%. Average monthly cash
balances doubled.

“When R.O.I. meets the pocketbook” The Story of Statesman Contracting
At the close of a recent year-end, a general contractor found his company in desperate straights. Contract volume was 20% below projections. In aggregate, the construction jobs completed during that period were well below the net profits originally estimated. Permanent staff was forced into layoff and the owner endured months without drawing a paycheck.

Enter New England Mentor. A firm and realistic recovery plan was developed. The entire estimating and project management systems were revamped. Project estimate and quoting accuracy and timeliness were dramatically improved. Project reporting was enhanced. Purchasing, subcontractor and other financial controls were tightened. Incentive compensation programs were instituted for all employees.

Results: Fourth Quarter of last year profit performance improved so dramatically that the owner was able to pay incentive bonuses of $3,800 to each and every employee for that single quarter alone. That’s ROI !!

“Consulting – Much More Than Advice” - The Story of Mike
About twelve years ago, Mike graduated from a healthcare professional school. Recognizing a unique market for his skills, he moved to Maine and opened a business serving needs of area hospitals. With a few part-time employees, a very small facility, and a futon in his office for some very long nights, he launched his enterprise.

While confident in his own professional skills, Mike recognized he lacked the strategic planning, organizational, operational, financial, marketing, and other general business skills to maximize this business opportunity.

Enter New England Mentor. We attacked these challenges by first establishing the basic financial controls needed to administer the business. We then developed and set the five- year business plan. We defined all the roles and job functions needed in the company, established operating systems, recruited the appropriate personnel, set marketing agendas, formed strategic alliances, and implemented all these programs with a very hands-on involvement in the business. Mike’s company was off and running.

Results: From it’s modest beginnings with sales of $300,000, four employees, and a 1,500 square feet operating facility, in less than two years the company grew to $4,000,000 in sales, twenty-five employees, and a 10,000 square foot facility. Mike now spends three days per week on the golf course.