Pillar IV · TRS · PI · IM
The call before it becomes unrecoverable.
Crisis intervention, project recovery, and runway — operator authority in the room when the numbers stop matching the narrative.
Plate /12 — one lit window
01 · The mandate
What we cover
Turnaround & Restructuring is what we do when the situation has already gotten serious. Three quarters of missed numbers. A flagship initiative stalled in political deadlock. A post-acquisition integration that’s bleeding people and customers. We don’t bring another strategy deck — we bring an operator who’s been in the seat.
Project Recovery
Stalled programs unblocked. We’ve unstuck marquee Fortune 500 initiatives — including one at a cybersecurity vendor — where the block was rarely technical. It is almost always governance, ownership, or stakeholder alignment.
Technical Debt
Quantification in dollars, not adjectives. Then a remediation plan that runs in parallel with delivery, not in opposition to it. Same playbook that ran 28,000-user zero-downtime migrations.
Migration & Integration
Post-merger integrations that hold customer and staff retention. 95% customer retention and 100% staff retention 9 months post-close, achieved through Integration Management Offices that own outcomes — not status meetings.
Compliance & Security
SOC 2, CMMC, FedRAMP, security baselines for post-acquisition standardization. The kind of work that’s invisible when it’s done right and catastrophic when it isn’t.
Why this matters
Most generalists won’t take on a turnaround — the work rewards delivery, not decks. We will: we’ve operated through crisis, exited a firm we built, and stay in the room until the numbers turn.
02 · The service lines
How this pillar takes ownership.
Each service line in this pillar is one plate in the same monograph — scored first, then run from inside the system.
Take the hold on the ridge.
Dry dock: measured, then moved.
The steady hand on the mechanism.
Tab to the strip, then use the arrow keys to browse the service lines.
03 · Before the first call
The questions boards actually ask.
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When should a board call a turnaround firm?
When numbers have been missed three quarters running, when a major initiative has been stuck 6+ months, or when a post-acquisition integration is bleeding people and customers. The phrase 'we'll fix it next quarter' is the signal — by the time the third quarter misses, the runway has compressed and the options have narrowed.
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What's different about Human Renaissance's turnaround approach?
We don't bring another strategy deck — we bring an operator who's been in the seat. Interim CEO, CFO, CTO, CPO when the situation requires it. We've unstuck stalled Fortune 500 initiatives where the block was governance, not code, and stayed in the room through the divestiture that followed — not just the diagnosis.
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How fast can you mobilize?
Diagnostic assessment in 14 days, plan delivery in 21 days, embedding starts in week 4 if both sides agree on scope. We don't take retainer commitments until we agree on the work.
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Do you handle compliance and security in a turnaround context?
Yes. SOC 2, CMMC, FedRAMP, security baselines for post-acquisition standardization. Compliance work is invisible when done right and catastrophic when it isn't. We've shipped classified-system frameworks at a semiconductor fab and CMMC programs across the defense supply chain.
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What size firms do you serve?
Technology middle market, 50–300 employees, $10M–$100M ARR. We're not for sub-$5M startups (we'd be overkill) or for $1B+ enterprises (you have McKinsey on retainer). We're for the band where operator-led intervention beats both alternatives.
