Stabilise first. Then decide what the company becomes.
A company under pressure needs one person who can see the whole picture and act on it. Time is the scarce resource.
What a business under pressure looks like
The signs are usually visible well before the crisis:
Cash is shorter than the accounts say
Profit on paper, and a bank balance that cannot cover payroll and the Revenue Commissioners in the same month.
Creditors and lenders want answers
A bank, a landlord and a supplier each want a straight account, and the management team cannot agree on one.
The team has stopped believing the plan
Good people leave first, which makes the plan harder to deliver.
Directors face personal exposure
Directors carry real responsibility when a company is in difficulty, and the advice they need is specific and early.
An interim executive takes control of cash, talks to the people who need to hear from someone credible and builds the plan. They work with your solicitors and insolvency advisers, and where the company can be saved they help to save it.
Who this is for, and who it is not
Best for
- A cash crisis that needs visibility and control now
- A business in operational or financial distress
- Lender or investor pressure that needs a credible plan
- A leadership vacuum that has stalled key decisions
- Stabilising the business before planning recovery
Not for
- A business that only needs advice or a written report
- A situation whose primary need is a formal insolvency practitioner
- A stable business planning improvements at its own pace
- A one-off review with no mandate to act
Support around a hard brief
In a turnaround the interim executive makes the calls. We keep the governance around them until the company is steady.
Closer contact under strain
Our contact with you and the executive tightens during a turnaround, and a miss against the cash plan is raised the week it happens.
Experience with lenders and creditors
Peers in our collective of 800+ have handled bank talks, creditor arrangements and cost programmes, and your executive can draw on them.
No gap if the leader changes
If the executive has to leave before the company is steady, our file on cash and creditors starts the next search.
Matched for pressure
We match for steadiness: straight with the bank, clear with the staff and firm with the shareholders.
The turnaround engagement
Each engagement moves from crisis to recovery with structured urgency.
Rapid assessment (week 1)
Financial position, operational status, commercial pipeline and team capability, mapped with a structured diagnostic framework.
Priority triage (week 2)
The 3–5 interventions that will have the most impact on stabilisation are identified and begun. Ruthless prioritisation.
Stabilisation (weeks 3–8)
Cash flow is visible and managed. Acute operational failures resolved. Lenders or investors briefed with a credible recovery narrative.
Recovery (month 2 onwards)
Processes rebuilt. Commercial momentum recovered. Financial infrastructure strengthened. Business guided from crisis to sustainable operation.
Turnaround triage
The leadership a situation calls for depends on where the business is breaking.
The roles a turnaround usually calls for.
For a complex turnaround, we can deploy more than one operator at once and layer in further specialists as recovery progresses.
Restructuring experience from
The questions buyers ask first
Fractional Dublin provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
