Finance transformation, liquidity and cash management, transaction support, operating improvement, turnaround, and fractional leadership — from advisors who have held the seat, not just studied it.
Turnaround work is part of this practice, and we are good at it. But most of what we do is less dramatic and more common: a company that has outgrown its finance function, an owner preparing to sell in three years, a business that just bought a competitor and now has two of everything.
The through-line is that the question is a business question. It needs someone who can build the model, sit in the lender meeting, and then actually do the work.
Each of these is available as a standalone engagement.
Stabilization planning, operational restructuring, cost and working-capital action plans, lender and stakeholder negotiation support, and contingency planning. Experience includes billion-dollar corporate restructurings and some of the largest municipal bankruptcies in U.S. history.
13-week cash-flow forecasting and management, borrowing-base and covenant analysis, working-capital improvement, collections and payables discipline, and the weekly cadence that makes a forecast useful rather than decorative.
Month-end close acceleration, management reporting and KPI design, budgeting and forecasting processes, chart-of-accounts and system rationalization, and building a finance team structure that fits the company's actual size.
Sell-side and buy-side readiness, quality-of-earnings preparation and response, carve-out and integration planning, post-close 100-day plans, and the reporting infrastructure a diligence process will test.
Margin and product-line profitability analysis, pricing review, plant and operational performance assessment, organizational design, and the practical sequencing of what to fix first.
Fractional CFO and advisory support for companies that need executive-level finance judgment without a full-time executive salary — commonly a few days a month, scaling up during a transaction or a tight quarter.
Two to four weeks in most cases. We build or rebuild the numbers, talk to the people doing the work, and come back with what is actually happening, what is at risk, and what we would do about it. Typically fixed-fee, and it stands on its own — you are not committed to anything beyond it.
A prioritized action plan with owners, sequencing, cash impact, and the reporting needed to track it. Written for the board, the lender, and the management team who have to execute it — one version of the plan, not three.
Documented processes, a reporting package the team can run without us, and a defined handoff. We remain accountable through implementation and transition — not simply through the point of recommendation.
Strategy engagements are scoped around the work required to produce a durable result. A liquidity stabilization might run six weeks; a finance transformation typically runs two to three quarters; fractional leadership continues as long as it is earning its cost. We will give you a range and the assumptions behind it before you commit.
A rolling 13-week view of cash receipts and disbursements, built from the operating detail rather than derived from the income statement. It is the standard tool for managing liquidity through a tight period and the format most lenders expect. The model matters less than the discipline around it: updating it weekly, explaining the variances, and using it to make decisions instead of filing it.
No. A significant share of this work is with healthy companies — building the finance infrastructure a larger business needs, preparing for a transaction, integrating an acquisition, or adding fractional leadership during growth. Turnaround work is one part of the practice, not the whole of it.
We implement. Our advisors have managed cash, boards, lenders, and teams with little room for error. We remain accountable through implementation and transition rather than through the point of recommendation — and when the work needs a permanent operator, we place one instead of billing to hold the seat.
Scope, deliverables, and fee basis are agreed in writing before we start. Short diagnostics are usually fixed-fee. Ongoing advisory and fractional leadership are usually monthly or based on an agreed weekly commitment. We do not begin open-ended hourly work without a scope you have approved.
Yes, and normally we do. We are not there to replace your audit firm, tax advisor, or counsel. We work with them, and we are direct with you when we think one of those relationships is not serving the business well.
Waiting has a cost. So does the wrong move. Tell us what the numbers are doing and what the pressure is, and we will tell you what we would look at first — and whether we are the right firm for it.
A member of the Stature team will respond within one business day.