Jim Continenza

We're an industrial manufacturer and we're damn good at it.

The balance sheet was really broken.

We were heavily levered and losing a lot of money.

We were losing about 160 million a year.

We burned through our cash and we had to make some changes.

I kind of learned how to take a company going through a bankruptcy, which I never wanted to learn from a normal job.

And we were able to turn that company around over the years and we ended up selling it and started sitting on other boards of distressed companies.

In 2019, February 22nd, 8 o'clock, it's not that hard, I was asked to step in as executive chair and take over the operations.

And we were just, we were kind of losing our way.

They tried some different things that didn't work, but that's okay.

I don't ever judge anybody because you don't know what they were going through at that time.

Stepped into the role, changed the majority of the leadership team.

What does Kodak do today?

I couldn't get an answer.

One person said, well, we're doing the 50th anniversary of the moon.

I don't even know what that means.

And I thought that was really interesting.

And we had to get our identity back.

We had multiple divisions, multiple decision makers, multiple products.

We had to get refocused.