From the numbers to the change
- Your numbers sayGood plan, same results: three of five actions never started
- The cause underneathNo one owns the plan, and no number is reviewed every week
- What changesA weekly turnaround meeting, named owners, one scoreboard
- What to expectActions closed on time and a trend you can see
An illustration of how the thinking runs, not a client result.
Why plans fail at the doing
Most failed turnarounds had a sensible plan. What failed was execution: no one owned the actions, nobody reviewed progress weekly, the urgent kept crowding out the important, and bad news travelled slowly. Turnaround management supplies the missing structure.
The weekly rhythm we set up
Monday scoreboard.
Five numbers on one page: cash, collections, orders, gross margin and overdue payables.
Action review.
Each action: done, on track, or stuck, and what unblocks it.
13-week cash forecast.
Updated every week. It is the early warning that tells you what is coming before the bank does.
Decisions log.
Who decided what, and the number they expected to move.
Who does what
| The owner | Your team | CFOSurge CFO |
|---|---|---|
| Takes the decisions and holds the relationships that matter | Executes the actions and reports honestly | Runs the rhythm, owns the forecast, challenges the numbers, prepares lender conversations |
Business under pressure? Let a CFO read your numbers.
A senior CFO reads them with you and tells you what is really going on. No cost, no obligation.
How the engagement ends
A good turnaround management engagement is designed to end. As the numbers stabilise the weekly rhythm becomes monthly, the owner or finance lead takes over the scoreboard, and the CFO moves to a lighter ongoing role if you want one. The aim is a business that can run itself without a rescue.
CFOAvatar complements every turnaround
A human CFO sees your business at the review. Problems do not wait for the meeting. CFOAvatar is connected to your accounting data and checks your numbers every day, so the scoreboard in a turnaround is always current. Ask it what an owner in trouble would ask:
What owners say after the numbers started talking
Before CFOSurge came into the picture, our business lacked financial discipline. Once their team started overseeing our finances, everything fell into place. There was accountability and when you know someone is keeping track, you ensure things get done properly. It’s been three years and the systems they put in place are still working well. Our business is in a much better position today.
You have planned to set goals along with me and have been proactive in ensuring that we reach milestones as planned. In the event you depended on me for my inputs or consent, you have been prompt and caring in ensuring that we do not waste time.
The founders were consistently hands-on and always available for a call or conversation whenever clarity or direction was needed. That level of accessibility, combined with their integrity and absolute character in execution, built a level of trust that is rare in professional services.
Quoted word for word from our clients. Read more client words →
Questions owners ask us
What is turnaround management?
Turnaround management is the active leadership of a company's recovery: setting priorities, controlling cash, driving the plan and handling lenders and stakeholders.
What does a turnaround management company do?
It stabilises cash, diagnoses the cause of decline, builds and runs the recovery plan, and communicates with lenders and staff. The best ones begin with the numbers.
How is turnaround management different from consulting?
Consulting recommends. Management also does: it runs the weekly rhythm and stays accountable for progress.
Will you take over my business?
No. The owner keeps authority and makes the decisions. We run the process and provide the information to decide well.