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DIAGNOSTIC · TRS

14-Day Turnaround Diagnostic

A board-ready diagnostic sequence for technology companies facing missed numbers, runway pressure, stalled initiatives, or integration failure.

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MASTHEAD

Who this resource is for, and when to use it.

The audience is the seat at the table. The trigger is the moment to open the resource. The primary service is where the operating mandate lives.

USE THIS FOR
Boards, PE operating partners, CEOs, CFOs, CTOs, and CIOs facing urgent operating risk.
TRIGGER
Use this when the business has missed targets, lost operating control, or needs an outside operator to separate symptoms from root causes before the next board meeting.
FIRST PUBLISHED
2026-04-29
PRIMARY SERVICE
Turnaround & Restructuring Services

THE CHECKLIST

What to inspect before the next operating call.

Each checklist line ties an operating risk to a question the team can answer in diligence.

Stabilization facts

The first pass is not a strategy workshop. It is the fact base needed to stop drift.

  • Liquidity 13-week cash forecast, covenant status, collections risk, vendor exposure, and near-term debt or payroll constraints.
  • Revenue Pipeline coverage, renewal calendar, churn risk, customer concentration, forecast accuracy, and accounts at risk.
  • Delivery Critical initiatives, backlog age, missed milestones, customer commitments, and delivery capacity against the current plan.
  • Leadership Decision rights, meeting cadence, owner map, open executive seats, and founder or key-person dependency.

Constraint diagnosis

The goal is to find the operating constraint that management keeps describing as separate problems.

  • Metric conflict Where finance, sales, delivery, and engineering dashboards disagree on the same business reality.
  • Control failure Where the company lacks a single accountable owner, decision rule, or inspection cadence.
  • Technical drag Where architecture, security, data, or release quality is creating commercial or cash impact.
  • Board narrative What can be said credibly in the next board update, lender call, or sponsor operating review.

OPERATING SEQUENCE

Turn the resource into operating work.

Each step is the input the next step needs. The board, the sponsor, or the management team can run the sequence end-to-end.

  1. 01

    Day 1-2: collect the facts

    Pull the cash, revenue, delivery, technical, people, and governance facts before assigning cause.

  2. 02

    Day 3-5: isolate the constraint

    Separate the primary operating constraint from secondary symptoms and political narratives.

  3. 03

    Day 6-8: build the owner map

    Assign decision rights, escalation paths, cadence, and accountable owners for the next 30 days.

  4. 04

    Day 9-11: quantify exposure

    Translate the constraint into cash, EBITDA, customer, timeline, and valuation risk.

  5. 05

    Day 12-14: set the operating mandate

    Deliver the board-ready action plan, decision requests, and first operating scorecard.

SERVICE PATH

Where this work sits in the engagement model.

View all services

PI · SERVICE

Performance Improvement

Revenue, margin, delivery, technical debt, and operating-system improvement for technology firms with stalled growth or compressed EBITDA.

IM · SERVICE

Interim Management

Operator-led interim management for technology companies in transition, crisis, integration, or founder extraction.

TRS · SERVICE

Turnaround & Restructuring Services

Crisis intervention, runway extension, project recovery, technical rescue, and restructuring support for technology middle-market firms.

DECISION GUIDES

When this resource is the right opening move.

RELATED TOOLS

Tools that produce the resource's inputs.

COMMON QUESTIONS

Operator-grade answers.

The questions that come up before, during, and after running the resource.

  • Is a 14-day diagnostic enough time for a turnaround plan?

    It is enough time to identify the constraint, quantify exposure, and set the first operating mandate. Full turnaround execution usually runs longer, but the diagnostic prevents another quarter of unfocused debate.

  • What information is required before the diagnostic starts?

    Cash forecast, revenue forecast, board pack, project list, org chart, customer list, renewal calendar, and any technical risk register. The first week fills gaps where those materials do not exist.

  • Who should participate?

    The CEO, CFO, CTO or product/engineering lead, CRO or sales leader, and the sponsor or board owner who can approve decisions.

Want this translated into an operating mandate?

Human Renaissance turns the checklist into decision rights, owners, inspection cadence, and a board-ready scorecard.

Request a Turnaround Assessment