TRS · /08 Turnaround & restructuring
Turnaround begins when the board needs operating truth
We enter when the narrative has stopped matching the operating facts.
$3M Unblocked in 30 days
Request a diagnostic 
TRS · Turnaround & restructuring
The call before it becomes unrecoverable.
Operator authority, financial discipline, and technical fluency in the same room when the numbers stop matching the narrative.
Plate /08a — the hold
14 days Diagnostic + cash plan
13-week Cash forecast, day one
120 days To value capture
01 · Selected outcome
What the work produces.
02 · The bridge
Two fluencies, one scorecard.
The board-language term, the plain-language line, and the engineering metric that actually moves it.
- Runway
- A 13-week direct cash forecast against signed liabilities is the first artifact — the clock everyone in the room reads together.
- 13wk_cash · burn_multiple
- Project rescue
- A stalled program moves again when the critical path is rebuilt to the decisions that actually gate shipping.
- critical_path · release_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.
03 · How the engagement runs
Running the Turnaround & restructuring engagement.
Open a phase for the detail.
Phase 01 Diagnostic Assessment Days 1–14
We baseline the operating system against the value-creation thesis.
- Constraint baseline in dollars
- Decision-rights and cadence audit
- 90-day scorecard wired to current systems
Phase 02 Operating Plan Days 15–21
The diagnostic becomes a sequenced plan with owners and dates.
- Per-constraint move with a target
- Committee and decision-rights design
- 30 / 60 / 90-day cadence
Phase 03 Implementation Days 22–90
An operator runs the plan from inside the system.
- Weekly reviews with the accountable executive
- Interim leadership where the constraint demands it
- Rolling scorecard against baseline
Phase 04 Value Capture Days 91–120
We hand the system back with a measured lift and a clean transition.
- Final scorecard against baseline
- Permanent leadership transition plan
- Documented playbook and decision map
04 · Related intelligence
Field notes that support the work.
Read the briefs
Brief · TRS
The Accounts Receivable Crisis: Collecting When Customers Can't Pay
Learn how to triage distressed accounts, escalate contract-governed payment issues, and recover cash when customers cannot pay on time.
Brief · TRS
The Enterprise AI Governance Structure That Survives Contact With 2,000 Employees
Most responsible AI frameworks die as PDFs.
Brief · TRS
The Margin That Wasn't There: Auditing AI Vendor Dependency Before You Sign
A SaaS target's 82% gross margin can hide a single-vendor API bill that quietly halves it.
05 · Before the first call
Operator-grade answers.
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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.
Start here
Find the constraint before the quarter hardens.
A 14-day diagnostic. No retainer until we agree on the work.