Business restructuring and turnaround planning

We take charge of the financial side of a recovery. The first deliverable is a daily cash view, so the group knows how long it has. The second is a plan that sorts every brand, site and contract into keep, fix, sell or close, with the cash effect and timing of each.

We then take the plan to your lenders with you and to your shareholders, so every party hears the same plan.

• A 13-week cash view updated daily in the first month, with the funding gap stated.
• A portfolio review sorting every business into keep, fix, sell or close, with the cash case for each.
• A recovery plan with actions, owners, dates and the cash they release.
• A lender briefing pack and a proposed standstill or amendment request, ready for the lender conversation.
• A shareholder paper that sets out the options and what each one costs the family.

• You know how many weeks of cash the group holds, and the figure is updated daily.
• Every action in the recovery plan shows the cash it releases, set against the plan.
• Covenant headroom or waiver status stands next to each lender's name on a single page.
• Every loss-making unit has a recorded decision, and the board tracks the share that does.

Pressure arrives faster than information. The group does not know its true cash position, each brand argues for its own survival and lenders hear a different story from every manager. Owners delay hard decisions because the numbers do not show which business to protect, and the delay itself consumes the cash that would have made a choice possible.

• Cash is managed day to day by phone calls and the forecast cannot be trusted beyond a week.
• A covenant breach or a missed repayment is possible within the next quarter.
• Several brands lose money and the group cannot say which ones can be fixed.
• Lenders are asking for a plan and the management team has not agreed on one.
• Family members disagree about what to sell or close and have no common set of facts.

Family owners and boards of groups where losses, covenant pressure, a missed payment or a stalled expansion have made a recovery necessary, and investors who need a clear plan from the businesses they hold.

Qasim Abbas has spent more than 16 years inside Gulf family-based and venture-backed groups and has answered for treasury above USD 50M at group level. He reads a group as a whole before choosing what to protect, and we start your recovery plan from that reading.

We work from your ledger, bank statements and facility agreements, and run the daily cash view from them. See how fees work.

Do we have to tell our lenders?

Your counsel confirms the duties under your facility agreements, and we set the timing and content of the approach, so lenders hear it with the plan in front of them.

Can the family keep control?

The portfolio review shows which options protect ownership and what each one costs.

Tell the Managing Partner what has put the group under pressure, in a confidential briefing. We return our reading of the cash position and the sequence of decisions that comes first.