The plan exists. What is missing is the person to run it.
A business in difficulty already has a diagnosis. The situation calls for an experienced operator with the authority to act, and soon.
What a struggling business usually faces
Pressures tend to come together:
Cash seen only a few days ahead
No one can say with any confidence what the account will show in six weeks, so every decision is a gamble.
The bank and the suppliers waiting for a plan
They want to see something credible, and the previous plan did not hold.
A workforce that expects to be told
Employee representatives and unions expect early information and real consultation. Silence costs more than bad news.
An owner too close to it
Not a criticism. It is why an outside operator works.
We put forward operators who have steered a business through exactly this. They take charge, secure the cash position, redo the plan and have the difficult conversations the owner cannot have alone. The contract is a services agreement, so it closes cleanly once the business is stable.
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
How we support a business under pressure
In a crisis the operator needs room to act and someone watching the whole picture. We do the watching.
Tight oversight while cash is short
Reviews are frequent in the critical weeks, and a slipping plan is named straight away.
Big decisions, second opinions
Cash, supplier and workforce decisions can be tested with an experienced peer in the collective first.
No reset if someone leaves
Should the operator be unable to continue, our file on the position means the next search starts informed.
Chosen for plain talk
We look for someone who can be straight with the bank, the unions and the owner in the same week.
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 Oslo provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
