The Company manufactures, packages, and distributes premium milk, ice cream, and a variety of dairy and non-dairy foods. Its products are available at dairy stores, through home delivery, and at retail grocery outlets, primarily in the Midwest.

The retail business consists of three distinct segments: branded retail stores that serve ice cream and other foods (the "Dairy Store Segment"); direct-to-doorstep home delivery (the "Home Delivery Segment"); and sales to consumers in national grocery and regional supermarket chains (the "Grocery Retail Segment").

In July 2023, FDP was engaged as financial advisor and immediately established a 13-week cash flow forecast to assess the Company’s near-term liquidity profile. That analysis made clear that, despite entering the seasonal high period, the business was not positioned to generate positive cash flow. In response, management, with FDP’s support, moved quickly to stabilize operations through route rationalization, reductions in marketing spend, and the Company’s first workforce reduction.

FDP also developed a monthly financial forecast model to evaluate both short- and long-term capital requirements. That work led to the conclusion that the family ownership group lacked sufficient capital to support the business through the required turnaround. The forecast was then extended into the off-season, allowing the team to frame a credible operating plan focused on restoring annual profitability while addressing the Company’s structural cost issues and liquidity constraints.

Execution against that plan was decisive. The Company completed two rounds of workforce reductions across plant operations and senior management, monetized underutilized assets by selling 36 trucks, narrowed its product portfolio toward more commodity-oriented items, renegotiated the co-manufacturing arrangement for alternative milk products and juices, and implemented targeted pricing actions. At the same time, management reduced dependence on external storage, materially cut marketing spend, consolidated delivery routes by approximately 35%, closed select underutilized transport centers, and divested the East Coast operations in North Carolina and Virginia to generate liquidity and simplify the operating footprint.

By October 2023, it had become evident that the Company was not viable in its existing form. At that stage,  FDP was appointed to serve as CEO and Chief Restructuring Officer, and an investment bank was retained to run a sale process. Despite those efforts, the process ultimately culminated in a federal bankruptcy filing.

Working alongside the investment bank, FDP helped develop the marketing materials and partnered with management to prepare for and deliver management presentations throughout the sale process. As the bankruptcy filing approached, the process produced a stalking-horse bidder, establishing a baseline transaction framework and preserving momentum in a highly constrained environment.

In parallel, FDP worked closely with the COO to negotiate the financial and principal terms of the stalking-horse purchase agreement, helping to shape a transaction that could be executed through the court-supervised process. The resulting sale ultimately brought in a new owner who recapitalized the business, invested in upgrades to the manufacturing plant, and positioned the Company for expansion into new markets.