Approach
A clear arc for turnaround planning: define the unit, find the leakage, write the plan, and set the first ninety days so sponsors can judge progress without theatre.
Scope the unit
We agree which legal entity, branch set, or product line is in scope, who the executive sponsor is, and what decision the board must make after the engagement. Exit criteria are drafted early so capital is not open-ended.
Diagnose with numbers and interviews
Financial packs show outcomes. Interviews with supervisors and sales leads reveal habits—discount leakage, roster gaps, credit exceptions—that spreadsheets alone miss. Findings map to controllable levers.
Write the turnaround plan
Actions are sequenced: cash and customer retention first, then cost restructuring, then capability work. Each item has an owner and a date. The plan is short enough to review in one leadership meeting.
Set the ninety-day calendar
Checkpoints every two weeks ask what moved, what blocked, and what changes next. If you want guided execution, the Ninety-Day Recovery Sprint keeps the cadence honest after handoff.
Where this approach fits
Best for units that still have customers and willing leadership, but need a written recovery path. Less suitable when the market for the unit has structurally disappeared—then we help sponsors decide on exit rather than pretend revival.
