Cash is insufficient or unpredictable.
Receipts, payments and commitments are not visible at the level or frequency needed to make confident near-term decisions.
05 / Turnaround & restructuring
See the pressure. Take control early.
A transparent view of cash, profitability and execution, translated into the immediate actions management can control.
When liquidity tightens or profitability declines, speed without a trusted fact base creates more risk. We connect the cash, commercial and operating evidence, identify the drivers and establish a focused control rhythm. We work alongside the company and its appointed advisers; legal or insolvency advice remains with the relevant specialists.
Discuss this offerWhen this matters
The symptoms are visible.
The cause usually crosses functions.
Profitability is falling without one agreed explanation.
Price, volume, mix, cost, productivity and one-off effects are blended together, delaying corrective action.
The management team is not converting plans into action.
Priorities multiply, evidence is inconsistent and underperformance remains disconnected from named interventions.
What we do
Build the answer into the way work moves.
Scope follows the question. These workstreams show the practical range, not a mandatory sequence or a technology programme.
Cash control
Create a short-horizon cash view, reconcile it to actual movements and focus daily action on collections, commitments and exceptions.
Profitability bridge
Separate commercial, cost and operating drivers so leadership can distinguish structural issues from timing and one-off noise.
Immediate action portfolio
Rank liquidity and earnings actions by impact, timing, confidence, dependency and accountable owner.
Turnaround cadence
Establish one fact base, one action log and a meeting rhythm that keeps decisions, evidence and accountability together.
What you leave with
Useful on the next working day.
Every output is designed to survive contact with the operation: traceable evidence, clear owners and an agreed routine for use.
- 01Short-horizon cash and variance view
- 02Profitability driver bridge
- 03Prioritised liquidity and earnings actions
- 04Turnaround control room, action log and management coaching
Choose the right depth
Start focused. Stay through implementation if the value is there.
Opportunity Brief
Frame the question, locate the evidence and identify the first decisions worth testing.
Answer build
Create the analysis, model, process, workflow or management view needed to act.
Delivery support
Work alongside owners until actions, controls and management routines are operating.
Capability transfer
Equip users and leaders to maintain, challenge and improve the answer themselves.
Questions this work answers
Bring the question behind the numbers.
- What must happen to cash this week?
- Which customers, products or sites explain the decline?
- Which actions are real, timed and owned?
- Where does management need support to execute?