Sponsors describe specific constraints, decisions, and outcomes from diagnostic and turnaround planning work—not generic praise.
Unit Turnaround Plan
“They spent the first week on our branch P&Ls rather than a generic workshop. The plan named which three branches to stabilise first and which two to stop subsidising—hard reading, but it matched what our managers already knew quietly.”
Note from the client: The fieldwork asked more of our controllers than we budgeted in week one.
Performance Diagnostic
“The performance diagnostic took less than three weeks and gave our owners a short list instead of another thick binder. We used it to decide on the full turnaround rather than guessing.”
Ninety-Day Recovery Sprint
“During the ninety-day sprint, the weekly calls kept our sales lead from rewriting the plan every Monday. We still missed two checkpoints on supplier renegotiation, yet cash collection improved enough to fund the next wave.”
Sponsor Briefing Session
“Our board briefing session forced a go / no-go frame before anyone promised more capital. I would have preferred more modelling time, but the decision clarity was what we needed that afternoon.”
Note from the client: Half a day is tight if materials arrive late.
Unit Turnaround Plan
“They refused to treat our underperforming product line as a branding problem. Root causes sat in discount leakage and overtime on returns. That focus changed how we briefed the factory managers.”
A multi-branch retail group near Bangkok asked for a Unit Turnaround Plan after two years of soft same-store sales in five of twelve locations. Group averages still looked acceptable because the flagship stores carried the rest.
Diagnostic interviews with branch managers revealed discount leakage on slow SKUs and overtime used to cover chronically vacant supervisor roles. The plan sequenced cash actions first: tighten markdown authority, freeze non-critical hiring, and renegotiate two landlord terms.
Sponsors agreed in writing that if contribution margin at the weakest two branches did not improve within ninety days, funding would stop and inventory would transfer to stronger sites. That exit clause made the recovery work sharper; managers knew the calendar was real.
By day ninety, three branches had stabilised enough to keep. Two were wound down on the agreed terms. The client’s mild frustration—our fieldwork overloaded controllers in week one—led us to issue a clearer data request list on later engagements.