TURNAROUND & PROFITPART OF THE FRACTIONAL CFO SCOPE

Turnaround and profit improvement.

Earnings have drifted down over several years and no single decision explains it. The cost base grew by accretion and nobody owns it — contracts auto-renew at an uplift because no one watches the renewal calendar, spend is scattered across suppliers doing overlapping things, and software seats are still being paid for people who left. When it gets tight, cost comes out in a hurry and in the wrong places, and the business is weaker afterwards in ways nobody intended.
WHAT WE DO ABOUT IT, BELOWUNITED STATES AND CANADA
How We Run It
01 / 03
What we actually do, in the order we do it.

First, stability. A crisis-protocol cash forecast rebuilt from receipts and payments, a payment prioritization framework, and a liquidity runway you can actually see. Where a facility needs amending or waiving, we model the amended terms before the conversation and bring your lender a plan rather than a problem — lenders refer work to us for exactly this reason.

Then earnings. A quantified profit improvement program: every initiative with a number, an owner and a date, ranked by value per month of effort. Overhead and supplier spend reviewed against benchmarks, a renewal calendar so every contract is negotiated on your timetable rather than the supplier’s, and underperforming lines, locations or accounts examined on their own numbers rather than by reputation.

Then the rebuild plan, with performance monitored against it. Where a situation needs insolvency counsel or a licensed trustee, we bring the right one in and work alongside them.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Turnaround specialists, plus procurement for the supplier and contract work

What Changes
02 / 03
What you can do afterwards that you cannot do now.
Know your runway to the week. Take cost out deliberately, in the right places, with a number against each move. Walk into a lender conversation with an amended-facility model already built.
Who Arrives With This
03 / 03
The sentences that usually bring somebody to this page.
Nobody arrives asking for a workstream. They arrive with a situation, and this is one of the two or three we would put against it.
“We are profitable but there is never any money”
“Every supplier contract seems to renew at a higher price”
“Earnings have been drifting down for three years”
THE OTHER SIXTEEN
The rest of the scope.
Nobody needs all of it at once. The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Planning and forecastingReporting, KPIs and the boardCash, treasury and working capitalControls, systems and the closeDebt and lendersEquity and investorsTransactionsValue, exit and successionPricing, margin and unit economicsTax coordination and incentivesCross-border and multi-entityCompensation and the finance teamRisk, fraud and crisisCapital allocation and investment appraisalTechnical accounting and revenue recognitionGovernance and stakeholders
SEE THE FULL SCOPE →
What Happens Next

Tell us what your month looks like. We will tell you whether this is the first thing to fix.

One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.
BOOK A CONVERSATIONREAD THE AGREEMENT
ONE HOUR · NO CHARGE · A WRITTEN NOTE BACK WITHIN TWO WORKING DAYS
THE HOURWhat the business does, how the cash moves through it, and what would have to be different in a year.
THE NOTEWhat we heard and what we would look at first, in writing, within two working days.
THE PODThe CFO and controller who would hold your seats, each with a named backup behind them.
THE STANDARDClose by the seventh working day, pack on the eighth, and a published response standard in between.