The diagnosis is done. Someone has to be in the seat.
A business in difficulty rarely lacks a diagnosis. What it lacks is an experienced operator with real authority to act, and it needs one within the month.
What a business in trouble tends to face
Rarely one thing. Almost always several at once:
A credit line that is not being renewed
Banks that finance trade have grown selective, and a facility under review turns a cash problem into a survival problem.
Cash visible only a few days out
No one can predict with any confidence what the liquidity picture will be in six weeks, so each decision is a bet.
The board has duties it did not expect
A Swiss board is expected to act early when cash runs short, and many owner-led boards learn this late.
Too close to the problem
Which is no criticism. That closeness is exactly why an outsider helps.
We put you with operators who have steered a business through this once already. The operator takes the chair, brings cash under control, redraws the plan and sits down with banks and counterparties in the talks the founder cannot manage alone. On a services mandate, the arrangement winds down once the business is stable.
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 mandate
Decisions in a recovery belong to the operator. The governance around those decisions is ours, until the Geneva business is on its feet.
Closer contact under pressure
Our calls with you and the operator become more frequent in a recovery, and any miss against the cash forecast is on the table the same week.
People who have faced the bank
Bank facility renewals, cost cuts and counterparty negotiations have all been handled by people in our collective of 800+, whom the operator can consult.
No gap if the leader changes
Should the operator leave before the business is steady, our file on the cash position and the banks becomes the starting point of a fresh search.
Matched for pressure
We match for steadiness: calm with the banks, plain with the staff, firm with the owners.
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 Geneva provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
