Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

In January 2001, Melinda Tuan, Managing Director of The Roberts Enterprise Development Fund (REDF), needed to make a decision. REDF, the community development arm of The Roberts Foundation, needed to decide whether to continue its investment in Asian Neighborhood Design (AND), a San Francisco-based non-profit housing and community development organization. AND was one of the nation's most highly regarded community development organizations and was one of REDF's most prominent portfolio companies. Nevertheless, AND was experiencing challenges in meeting all the expansion commitments of its manufacturing business. Moreover, during AND's rapid growth over the previous three years of REDF involvement, the organization's financial accounting systems had not kept pace with the growth of the businesses. Furthermore, Maurice Lim Miller, longtime AND Executive Director, had recently resigned, and a new interim Executive Director, Richard Scott, was hired from outside the company to replace him. What was the outlook for the business, and was AND still a good fit with REDF's investment portfolio?
Location:
Industry:
Size:
40 employees, USD2 million annual gross revenues
Other setting(s):
1997-2001

About

Abstract

In January 2001, Melinda Tuan, Managing Director of The Roberts Enterprise Development Fund (REDF), needed to make a decision. REDF, the community development arm of The Roberts Foundation, needed to decide whether to continue its investment in Asian Neighborhood Design (AND), a San Francisco-based non-profit housing and community development organization. AND was one of the nation's most highly regarded community development organizations and was one of REDF's most prominent portfolio companies. Nevertheless, AND was experiencing challenges in meeting all the expansion commitments of its manufacturing business. Moreover, during AND's rapid growth over the previous three years of REDF involvement, the organization's financial accounting systems had not kept pace with the growth of the businesses. Furthermore, Maurice Lim Miller, longtime AND Executive Director, had recently resigned, and a new interim Executive Director, Richard Scott, was hired from outside the company to replace him. What was the outlook for the business, and was AND still a good fit with REDF's investment portfolio?

Settings

Location:
Industry:
Size:
40 employees, USD2 million annual gross revenues
Other setting(s):
1997-2001

Related