Advice has run out. The business needs someone in the seat.
A business in trouble usually knows what is wrong. The missing piece is an experienced operator who has the authority to act on it.
What trouble looks like
Rarely one thing. Usually several at once:
Cash is visible only days ahead
No one knows where the business will stand in six weeks, so each decision feels like a bet.
Lenders and suppliers are nervous
The conversations with the bank and key suppliers need someone credible to hold them.
The team has stopped believing the plan
People hedge, and the best of them start looking elsewhere.
Hard decisions are deferred
Everyone waits for someone else to make the call.
A fractional executive takes charge, brings cash under control, takes the difficult calls and leaves a business able to stand on its own.
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
Where we come in on a recovery
A recovery needs one operator with authority and a firm structure around them. We provide both.
Governance under pressure
We review progress with the owner, the board and the executive at short intervals, and name slippage as soon as we see it.
Specialists when the problem widens
Your executive can call on our collective of 800+ when lender talks, supplier terms or a restructure need another experienced head.
Momentum through a change
If the executive steps out mid-recovery, we run the replacement search from the plan on file and manage the handover.
Matched for pressure
Our match is someone who has pulled a business back from the edge before and can keep a bank manager and the key suppliers on side.
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 Auckland provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
