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WHO WE SERVE

For Leaders Responsible for Consequential Manufacturing Decisions.

May & Company serves owners, boards, lenders, private equity firms, and manufacturing executives operating under elevated operational and financial pressure.


Our work is engaged when leadership needs an independent view of what operations can sustain before committing capital, approving a transaction, directing a turnaround, or accepting continued exposure.

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Manufacturing Turnarounds

When declining performance requires more than a financial explanation.

May & Company works with manufacturing organizations facing margin deterioration, missed production commitments, unstable quality, capacity constraints, workforce disruption, or sustained operating losses.


Executive Operational Verification™ establishes the conditions driving the decline, tests the assumptions behind the recovery plan, and identifies what must be addressed before financial performance can stabilize.


The objective is to determine whether the proposed turnaround is operationally achievable and where continued exposure remains.

Private Equity and Portfolio Companies

Operational reality before value creation assumptions become commitments.

May & Company provides independent operational verification for private equity sponsors evaluating portfolio-company performance, turnaround requirements, capital needs, or management recovery plans.


The work examines whether operating assumptions are supportable, whether identified improvements can be executed, and where capacity, quality, workforce, leadership, or capital conditions could affect investment outcomes.


Leadership receives a decision-ready view of operational risk before approving additional capital, changing direction, or extending the investment horizon.

Lenders and Boards

Independent verification when oversight depends on management reporting.

May & Company works with lenders and boards when manufacturing performance, liquidity pressure, covenant exposure, or execution risk requires an independent operational view.


Executive Operational Verification™ tests the operating assumptions behind forecasts, recovery plans, capital requests, and management representations.


The result gives decision-makers a clearer basis for evaluating continued exposure, governance priorities, funding requirements, and the credibility of the path forward.

Acquisitions and Post-Acquisition Decisions

Verify the operation behind the transaction assumptions.

May & Company works with buyers, investors, lenders, and boards before and after the acquisition of a manufacturing business.


Before closing, Acquisition Operational Verification™ examines capacity, quality, workforce, capital requirements, operating stability, and the assumptions supporting projected performance.


After closing, the work determines whether the acquired operation can support the investment thesis, integration plan, and financial expectations—and identifies conditions requiring immediate executive attention.

Family-Owned Manufacturing Transitions

Operational continuity when ownership or leadership is changing.

May & Company works with family-owned manufacturers preparing for succession, ownership transfer, outside investment, sale, or a change in executive leadership.


Executive Operational Verification™ establishes the operating condition of the business, identifies dependencies that may not appear in formal reporting, and tests whether the organization can sustain performance through the transition.


The work gives owners and incoming leadership a clear view of operational risk before control, capital, or responsibility changes hands.

Capital Investment Decisions

Capital should follow verified operational need.

May & Company works with manufacturing leaders evaluating major equipment purchases, facility expansion, automation, capacity additions, or production transfers.


Capital Decision Verification™ examines whether the proposed investment addresses the actual operating constraint, whether the supporting demand and capacity assumptions are credible, and whether the organization can execute the investment successfully.


The objective is to prevent capital from being committed to the wrong constraint, an unsupported forecast, or an operation unprepared to absorb the change.

When May & Company Is the Right Fit

The decision must justify independent executive judgment.

May & Company is engaged when:

  • The manufacturing decision carries material financial consequences 
  • Leadership cannot rely solely on existing operating reports 
  • Management assumptions require independent verification 
  • The cost of being wrong exceeds the cost of knowing 
  • Owners, boards, lenders, or investors need a direct operational view 
  • The situation requires experienced judgment rather than a standardized consulting program 


May & Company is not a volume consulting firm. Engagements are selective, founder-led, and centered on consequential manufacturing decisions.

Discuss the Decision

Begin with the manufacturing decision—not a consulting proposal.

 A confidential executive conversation establishes the decision being considered, the operational uncertainty surrounding it, and whether independent verification is appropriate. 

DISCUSS AN OPERATIONAL SITUATION
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May & Company Operational Decisioneering

Ann Arbor, Michigan — Midwest Manufacturing Region™

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