01
Establish the facts
We identify the immediate cash, operational and stakeholder pressures without losing time in unnecessary process.
Turnaround advisory and implementationTurnaround advisory
Turnaround advisory
built for the work ahead.
When cash tightens, performance slips and stakeholders are losing confidence, speed matters. We help directors establish what is happening, what can be protected and what needs to change now.
What this work is designed to achieve
A practical path, not a generic report.
A focused turnaround engagement combines a candid assessment of the business, a practical recovery plan and hands-on support through the decisions that follow.
How we work
Clear work. Clear accountability.
02
Set the recovery path
We test options, identify the practical trade-offs and build a plan that management and stakeholders can understand.
03
Stay through execution
We support delivery, reporting and adaptation as conditions change.
Typical outputs
Useful to the people who need to decide.
01
A short, decision-ready diagnostic
02
Integrated cashflow and operating priorities
03
A recovery plan with clear owners and timing
04
Stakeholder communications aligned to the plan
Before we speak
Bring the facts you have.
You do not need a finished pack before an initial call. If these items are available, they help us understand what needs attention first.
- Latest management accounts and any current cashflow forecast
- A short description of the immediate pressure, including creditor, lender, tax or operating issues
- The stakeholders and commitments that cannot be missed
- Existing turnaround actions, lender requests or board papers
Scope and fit
Turnaround advisory is commercial and operational work. It does not replace legal, tax, valuation or formal appointment advice. Where those questions arise, we work alongside the appropriate specialist advisers.
Why Rebound
Brendan, Claire and Damian each bring restructuring, lender-side or recovery experience reflected in their public biographies. Rebound's work combines financial, stakeholder and operating questions rather than treating them as separate problems.
Engagement questions
What directors and stakeholders often ask first.
Can you help before a lender makes a formal demand?
Yes. An early assessment can help management prepare the facts and options before the available paths become narrower.
Will you stay involved after the plan is agreed?
The scope can include implementation support, reporting and regular review. The appropriate cadence is agreed before work begins.
Relevant guidance and published perspectives
Related guidance