Turnaround and Cashflow Support

CFO-led stabilisation for businesses under pressure, including 13-week cashflow, working capital actions, and reporting you can rely on

When cash is tight and uncertainty is high, you need fast clarity and a practical plan. We provide hands-on CFO-led stabilisation focused on cash control, working capital actions, and reporting you can rely on. This is not insolvency practitioner work. It is practical finance leadership to help you regain control and keep your options open.

We work across sectors, with particular depth in manufacturing, engineering and industrial products, and strong experience in advanced manufacturing, textiles and apparel manufacturing, and food and beverage manufacturing (including brewing).

Who it’s for

Typically when:

  • Cash is tight and visibility is poor

  • Working capital is rising or funding headroom is shrinking

  • Creditors are nervous or supplier pressure is increasing

  • Reporting is unclear and decisions are reactive

  • You need a clear plan and disciplined execution

What you get

Stabilise cash

  • 13-week cashflow and weekly cash control

  • Immediate working capital actions across receivables, stock and payables

Restore performance visibility

  • A simple KPI pack that shows what is driving results

  • Clear accountability and a reporting routine leadership can rely on

Build a turnaround plan

  • Practical short-term actions and credible recovery plan

  • Stakeholder support for lenders, suppliers and shareholders

What the first month typically looks like

  • Days 1–5: rapid diagnostic, immediate risks, and a commercial reality check. Set up weekly cash control.

  • Weeks 2–3: build and run the 13-week cashflow, launch priority working capital actions, reset basic reporting.

  • Week 4: agree the recovery plan, measures, owners and a simple weekly check-in to keep progress moving.

How we work

  • Rapid diagnostic (days, not weeks): cash, working capital, immediate risks, and a commercial reality check (market position, customer concentration, pricing power)

  • 13-week cashflow: rebuild cash visibility and control

  • Action plan: prioritise the few moves that release cash and stabilise performance

  • Weekly turnaround check-in: track cash, actions and stakeholder commitments

  • Execution support: embed routines, reporting, and stakeholder communications

Typical turnaround interventions

  • 13-week cashflow forecasting

  • Debtor strategy, collections ownership and payment discipline

  • Stock and purchasing control, SKU rationalisation, and inventory discipline

  • Supplier terms, payment plans, and stakeholder communication

  • Cost actions, pricing discipline and margin improvement

  • Reporting reset so management can steer confidently

Transactional finance support (optional)

In turnaround situations, finance operations discipline matters. We can provide or coordinate:

  • Credit control routines

  • AP processing and approvals discipline

  • Payroll coordination

  • Close and reporting support to improve speed and accuracy

Representative outcomes

  • Improved cash collection and credit control, reducing debtor days from 60+ to 35 in four months and releasing c. £500k.

  • Tightened stock discipline and reporting, cutting inventory cover from 40+ days to 14 days and releasing c. £250k.

  • Rebuilt trust in the numbers by fixing historic issues, tightening close routines and controls, and introducing board-ready reporting suitable for group and investor scrutiny.

Related services

Once control is restored, we can move from stabilisation to funding readiness and value building.

Turnaround FAQs

  • No. Early intervention is often what prevents bigger problems. The aim is to restore control and options before pressure escalates, even if the business is not at a formal insolvency point.

  • Often quickly. We begin with a rapid diagnostic to establish cash visibility, immediate risks, and the priority actions. We then build a 13-week cashflow and put simple weekly cash control in place.

    What the first month typically looks like:

    • Days 1–5: rapid diagnostic and weekly cash control set-up

    • Weeks 2–3: 13-week cashflow in place, working capital actions underway, basic reporting reset

    • Week 4: clear recovery plan, owners, measures, and a practical weekly check-in

  • Whatever is available. Bank statements, current debtor and creditor lists, payroll timing, and any recent management accounts are usually enough to start. We can work with incomplete records and improve them as we go.

  • Yes. We help structure clear updates, prepare credible forecasts and action plans, and support calmer, more controlled conversations so stakeholders regain confidence and decisions are based on facts.

  • Yes. Cash pressure is often a symptom. We look at margin by product, customer, or project where possible, then focus on practical levers such as pricing discipline, cost actions, mix, and operational drivers that improve profitability.

  • No. This is CFO-led stabilisation and turnaround support. If formal insolvency advice becomes necessary, we can coordinate with the appropriate licensed professionals.

Book a call
Turnaround and cashflow support including 13-week cashflow

If cash is under pressure, contact us for an introductory call. We will suggest a practical first step.