Advisory
Three things we genuinely do.
We do not offer everything. What is not listed here, we do not do.
01
Restructuring
Commercial rebuilding under pressure — from a liquidity gap to a going-concern outcome inside proceedings. We work side by side with our clients' law firms and tax advisers and take the commercial part, not the legal one.
Typical starting points
- Cash planning runs out in under eight weeks.
- The bank will only extend the line against a credible plan.
- Self-administered proceedings are being discussed, or already running.
- A major customer or an authorisation has fallen away.
What we actually do
- Week-by-week cash control that holds from day one.
- A restructuring plan with a going-concern forecast, agreed with counsel and creditors.
- Negotiation with banks, suppliers and shareholders.
- Recutting the cost base and site network without putting compliance at risk.
- Delivery inside the company until stabilisation is demonstrable.
02
Repositioning
When the business model no longer meets the market, cost cutting only lasts until the next planning round. We take structure, cost and portfolio apart and put them back together so the company carries itself again.
Typical starting points
- Revenue is stable, margin has declined for several years.
- The portfolio grew over time and was never pruned.
- Reimbursement or regulatory change has devalued a product line.
- Sales and development are serving different markets.
What we actually do
- Contribution margin analysis down to product and customer level.
- Sharpening the portfolio: keep, sell, discontinue — each decision argued.
- Recutting the organisation and its accountabilities.
- Reworking pricing and terms logic.
- A delivery plan with milestones that can be measured.
03
Brand & positioning
After a rebuild, the story a company tells rarely still fits. We bring positioning, presentation and language back in line with what the company actually is today — factual, without campaign logic.
Typical starting points
- The market still associates the company with a discontinued business.
- After a transfer, the new entity needs its own presentation.
- The current presentation promises a breadth that no longer exists.
- Regulators, banks and partners receive contradictory accounts.
What we actually do
- Deriving positioning from figures and portfolio, not from workshops.
- Separate core messages for banks, partners and candidates.
- Consolidating presentation and documents.
- Agreeing language for sensitive phases.
Questions