CREATIVE RESOURCES, INC.
I was the President and CEO of a venture capital company which had investments on both coasts. The company had made its investment choices. I was employed to help the investments mature and to shepherd them through their hoped for growth. Unfortunately, the economy experienced exceptional interest and inflation rate growth instead and the organizations were not sufficiently capitalized to withstand the pressures existent after the oil crisis in the 1970's
Their investments included a kitchen cabinet manufacturer, a personal care equipment manufacturer, a pathologic incinerator manufacturer and installer, and a real estate syndication organization.
The cabinet manufacturer tried to move into the repair and replacement market in addition to their normal builder market. The packaging problems, which they tried to solve with their own box maker, delayed their entrance to the retailer shelves. The personal care manufacturer was attacked by Consumer Reports as having a product which might give the user a lethal shock. They withdrew their claim after some modifications, but it was too late to overcome the market concern. The incinerator maker built and installed an incinerator in the VA Hospital in Chicago, but the Federal Government had removed all minimum requirements for air quality control for medium and small incinerators and the market requirements were fragmented by each local air quality control agency's different regulations. The real estate syndication operation produced a S-7 offering which was invested in several Texas shopping centers. It was not an offering oriented toward large tax shelter deductions and the market did not accept it as an investment vehicle.
We closed the company after seven years of effort.