Three stages, the same team from day one to execution.

What we do

• We read the numbers at source, not in the presentation about the numbers.
• We speak separately with management, with shareholders and with the people who execute.
• We identify the real constraint — rarely the one declared at the start of the conversation.

What the stage leaves behind

• A short written diagnosis, without ornament.
• A hierarchy of problems: what is decided now, what can wait, what can no longer be saved.
• A factual base that shareholders and management both accept.

Duration: 2–4 weeks

What we do

• We sequence the decisions: what must be done first for the rest to become possible.
• We set who decides what, in which forum, and with what information in front of them.
• We build three scenarios — base, pressure, break — and the thresholds that trigger them.

What the stage leaves behind

• The plan, the calendar and the roles — on a single page the team can hold in mind.
• The communication package for bank, investor, board and team.
• Risk thresholds, each with its decision prepared in advance.

Duration: 3–6 weeks

What we do

• We hold the cadence: once a week, the same questions, the same people.
• We are in the room for the hard conversations, not only in the report afterwards.
• We adjust the plan when reality changes — and we say clearly when it has.

What the stage leaves behind

• The result — measured in the company's numbers, not in deliverables.
• A team able to hold the cadence on its own after we leave.
• Documented decisions: why what was chosen, was chosen.

Duration: 3–12 months