Turnaround and Transformation Planning

We start by establishing where the business really stands: revenue, profitability and liquidity, and the operating causes behind them. From that diagnosis we work urgently with management to build a plan that investors and the board can trust, with each initiative sized, owned and sequenced.

• Rapid diagnostic of trading, cost base, cash and operating model
• Cash and liquidity forecasting to protect the runway
• Sized value creation and turnaround roadmap with clear milestones and owners
• Lender and investor reporting that stands up to scrutiny

Underperforming but viable businesses that need a credible route back to growth and profitability.

Turnaround Plan Implementation

A plan only matters if it reaches the P&L. We work inside the business alongside management to run the workstreams, track benefits against a robust baseline and keep the plan current as trading and market conditions change. Where more capacity is needed, we add it.

• Programme office and governance, with a weekly cadence the board can rely on
• Workstream leadership across cost, working capital, commercial and operations
• Bottom-up benefit tracking
• Capability transfer so improvements stay in place after we leave

Businesses that already have a plan, or the beginnings of one, and need it delivered.

Interim Management

When a business lacks the leadership capacity or specific experience to deliver change, we place experienced executives into the role. They stabilise the situation, lead the transformation from the front and hand over to a permanent team when the time is right.

• Chief Transformation Officer and Transformation Director roles
• Interim leadership of finance, operations or commercial functions where needed
• Short or extended mandates, scaled to the situation

Situations that call for hands-on leadership: a vacancy, a stretched team or a change programme that has stalled.