TRS · TURNAROUND & RESTRUCTURING
The call before the situation becomes unrecoverable
Turnaround work starts when missed numbers, stalled initiatives, integration failures, or technical debt have become board-level risk. We bring operator authority, financial discipline, and technical fluency into the same room.
BEST FIT
Who this service is for, and when to use it.
The mandate follows the constraint, not the menu. This service line solves a specific operating problem; the trigger below tells you when it is the right opening move.
- AUDIENCE
- Boards, PE operating partners, CEOs, CFOs, CTOs, and CIOs facing urgent operating risk
- TRIGGER
- Use this after repeated misses, a stalled enterprise initiative, a post-close integration failure, compressed runway, or security/compliance exposure.
- SERVICE CODE
- TRS
ENGAGEMENT TIMELINE
Turnaround & Restructuring Services primarily lives in diagnostic assessment.
Each service line lives inside the four-phase operating journey. This phase is where this engagement spends most of its operating cadence.
PHASE 01
Diagnostic Assessment
Days 1–14
TRS starts at the runway clock and the lender call. The diagnostic includes a 13-week cash plan, a stakeholder map, and an operating cadence reset.
- 13-week direct cash forecast against signed liabilities
- Stakeholder map across lenders, board, customers, and key staff
- Interim operating cadence installed within 14 days
OPERATOR RESULTS
Turnaround begins when the board needs operating truth
We enter when the narrative has stopped matching the operating facts. The pattern is usually governance, ownership, cash, technical debt, or stakeholder deadlock, and the first job is to make the constraint visible enough to act on.
ENGAGEMENT OUTCOMES
What the work produces.
Outcomes are what the engagement leaves behind for the executive team to operate with. They are not intermediate deliverables; they are operating moves.
- OUTCOME 01
- 14-day diagnostic
- OUTCOME 02
- 21-day action plan
- OUTCOME 03
- Embedded turnaround operating cadence
We enter when the narrative has stopped matching the operating facts. The pattern is usually governance, ownership, cash, technical debt, or stakeholder deadlock, and the first job is to make the constraint visible enough to act on.
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DECISION GUIDES
When this service is the right move.
- Carve-Out vs. Full Acquisition: Technology Integration Decision Guide A decision guide for choosing carve-out, full acquisition, or phased TSA structure when technology systems, teams, and customer operations must separate cleanly.
- Integration Management Office vs. Project Management Office: M&A Execution Decision Guide A decision guide for choosing an Integration Management Office, Project Management Office, or hybrid governance model when post-close technology execution must protect synergy, retention, and EBITDA.
- Interim CEO vs. Interim CFO: Turnaround Leadership Decision Guide A decision guide for boards and sponsors choosing interim CEO, interim CFO, or embedded operator leadership during a technology-company turnaround.
- Interim CTO vs. Technical Advisor: Technology Leadership Decision Guide A decision guide for choosing interim CTO, technical advisor, or embedded technical operator support when technology execution, architecture, or engineering leadership is under pressure.
- Turnaround Advisor vs. Management Consultant: Board Decision Guide A decision guide for choosing turnaround advisor, management consultant, or interim operator support when a technology company needs analysis, authority, or stabilization.
OPERATOR RESOURCES
Checklists and scorecards for this service line.
- 14-Day Turnaround Diagnostic A board-ready diagnostic sequence for technology companies facing missed numbers, runway pressure, stalled initiatives, or integration failure.
- Technical Debt EBITDA Worksheet A finance-and-engineering worksheet for translating release drag, rework, incidents, and platform fragility into EBITDA and valuation exposure.
COMMON QUESTIONS
Operator-grade answers.
The questions that come up before the first call. Relevant outcomes are listed on the results page.
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When should a board call a turnaround advisor?
After three missed quarters, a project stuck for six months, a post-acquisition integration that is losing people/customers, or a runway problem that management keeps pushing into next quarter.
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Do you handle technical turnaround?
Yes. Technical debt, project rescue, migration recovery, security/compliance gaps, and engineering operating model resets are core to the work.
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