1Days 1–3. Visibility
A daily cash report, a 13-week payment calendar, a list of obligations, the date the money runs out.
Crisis Management
In a crisis, a business rarely lacks ideas. What it lacks is the right order of actions. First we buy time, then we make decisions.
Sound familiar?Money and attention go into putting out fires, Sales are falling, costs are rising, decisions are being put off, The team doesn't know what matters most right now
Crisis Management
How we work
1
2Days 4–10. Stopping the outflow
Cuts by the reversibility rule, and negotiations with creditors before payments are overdue, with a plan.
3Days 8–15. Holding on to what works
Key customers, key people, the acquisition channel that pays for itself. This stage runs in parallel with the second.
4Days 15–30. Cause and scenarios
An external or internal crisis, and three scenarios with selection criteria: recovery, restructuring, managed exit.
Sound familiar?
- Money and attention go into putting out fires.
- Sales are falling, costs are rising, decisions are being put off.
- The team doesn't know what matters most right now.
What usually lies behind it
A crisis deepens when the business keeps operating as usual. Most crisis decisions are made on outdated or incomplete data, so they miss. The second wave of losses comes from where no one expects it: the part of the business that works is left unattended.
What you get
Visibility of cash and obligations for 13 weeks.
A list of what stops immediately.
Three scenarios, including unpleasant ones, with selection criteria.
Decision owners and a short operating horizon.
The cost of waiting
If nothing changes
- 01
The crisis will eat through resources faster and faster.
- 02
The team will start making decisions in a panic.
- 03
The window for a managed turnaround may close.
When you don't need this service
- There's enough money and time, and the problem is in the model. Then transformation.
- The decision to close has already been made. Then managed closure.
How to tell it worked
Cash horizon
whether cash flow is visible for 13 weeks.
Fires with owners
how many urgent issues have an owner and a deadline.
Decision speed
how much time passes from problem to decision.
Questions
When is it too late to reach out?
When the money has run out and decisions still haven't been made. It's worth reaching out as soon as the forecast shows a cash gap in the coming weeks: at that point there are still several options.
How quickly can we start?
Within the first days. We respond to inquiries within 24 hours.
Do you only work on rescues?
No. Sometimes the honest conclusion is a sale or a closure. We don't sell rescue at any cost.
Related
Services: Managed Business Closure · Cost Optimization · Financial Model Materials: Crisis: the first 30 days · The cost of doing nothing
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