A diagnosis is not enough. It needs a hand on the controls.
Most companies in trouble already know what is wrong. What they need is an operator with the authority to act, and soon.
What a business in difficulty usually faces
It is seldom one thing. Usually several arrive together:
Cash is a matter of days
Nobody can say with confidence where the account stands in six weeks, so each decision is a gamble.
A project slipped or a customer paid late
In a business paid per project, one delay can open a hole that payroll falls into.
Lenders are losing patience
The bank, the landlord and key suppliers want a credible plan, and the last one did not hold.
Too close to see clearly
No criticism. It is exactly why an outside operator can do what the founder cannot.
We bring in operators who have steered a business out of this position before. They step into the role, get cash under control and redraw the plan. They also handle the conversations that the founder cannot manage alone. Agreed between two companies, the engagement ends cleanly once the business is steady again.
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
How a turnaround runs with us
We find the operator, set the scope around the lender's and landlord's patience, and stay close throughout.
Tighter governance
Under pressure we check in more often, and we raise it at once if the plan and the cash drift apart.
Experience of the hard part
Among the 800+ are operators who have cut a cost base and sat across from a lender, available as a second view.
No standby, a process
The turnaround plan and the brief stay current with us. If the executive has to step away, we run the handover and search again from there.
Steadiness counts
Staff, lenders and suppliers read every signal from the person in charge. We match for composure.
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 Los Angeles provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
