In February 2003 the company was in an extremely delicate financial situation.
- The first stage of the mission involved calculating all the cost prices, eliminating products or sales operating at a loss and selecting a type of customer to make up the company's development target.
- At the same time, a business plan was established and a company recovery plan was presented to banking partners.
- Finally, shareholders were sought out to participate alongside banks in turning around the structure based on the business plan which had been established.

Africamer is one of the leaders in frozen seafood production, based in Dakar, Senegal. The company contacted the CDE in Brussels to finance a reorganisation of both its management and its technical operation methods.
The objective of the mission was to completely modify day to day management in all its aspects and to provide credibility for the company reorganisation with its banking partners.
- Operations were reorganised completely.
- A 5-year business plan was established.
- Commercial relations with European distributors were consolidated.

All of these elements, which were formatted at the end of September 2004, enabled the company's single shareholder to conduct negotiations with new investors.

The company had made a request to the CDE in Brussels for funding for a new industrial project to complement and reform its core activity. The mission involved piloting this reform.

It very quickly appeared that the funds requested might be used to fill in the gaps created by management which left everything to chance, rather than a real development project.

Under these conditions we took the decision to end this mission.

The mission enabled us to highlight the recovery conditions for companies involved in this development segment.
Precise recommendations were made.

The company is one of the operators analysed during the feasibility study conducted in the mission detailed above. 90 employees, 1200 tonnes’ production per year, €4M annual turnover.

The company was on the verge of liquidation when we began our mission. It had practically shut down with strikes which could be called at very short notices.

The mission involved adopting a new collaborative management approach with all personnel. New processes were introduced, export markets began to be exploited and the production tool was restarted and renewed.

The majority shareholder was called on mostly but credibility was restored with banks and local administrations. The company regained its operating balance.

Financial holding company for a group of 55 companies employing 300 people with annual turnover of $250M. The holding company covers: - Nickel production - The hotel industry - The food industry - Regional development

At the request of the holding company’s new chief executive, a total reorganisation by activity centre was launched.
A business plan was established and the group's financial management was restored.

High level personnel were recruited. New economic development projects were launched.

A new dynamic was installed within the Group.

No. 2 French catering company for seafood, spreadable products (tarama, guacamole, tzatziki), blinis, terrines, cooked mussels, etc. The products are essentially fresh products. - 3 manufacturing plants - 240 staff - 8300 tonnes produced annually - €53M annual turnover in 2008

This group was produced by an LBO in 2005 which had brought together two companies which were very profitable at the time:
Charles Amand (based in Flers and Frontignan) and Les Produits Franco-Helléniques (based in Noisy-le-Sec).

On its creation the Amaris group was the French leader in RHF and the second largest French company for supermarkets. Between 2005 and 2008 the group lost its dynamism and its added value. In 2008 the Noisy-le-Sec production plant’s returns were terrible, placing incredible strain on the operational accounts for the entire group and was closed.

The two units that had belonged to Charles Amand had, however, kept all their technical and commercial capacities and the brands and processes were transferred to a company which took them over and which achieved considerable results within a few months.