A Failed Merger Becomes A Blessing for Stuyvesant
Rehiring his original staffers, who were now unemployed due to the eviction, Roesch and his crew renovated the building. He bought all new furniture and equipment and, within 90 days, the plant was 100-percent operational.
"Without the huge commitment from my employees, I could not have made it. We worked non-stop, 12 hours a day, six days a week for a month to put it all back together. Now that we're back, we're better than ever," says Roesch, who believes if he had been out of business for any longer than a month, he would have lost his customers—and ultimately the business.
"They would have gone someplace else," he says. "I jobbed out all the work and took a loss. But I kept the business alive."
Not only did he keep Stuyvesant alive, he gave it new life.
"If I had mirrored the business before it merged, I may not have made it," Roesch notes, emphasizing the old business had outgrown its facility and equipment. "The failed merger was a blessing in disguise. It gave me the chance to start over with the best technology my money could buy."
By Cheryl A. Adams