When the lease outlives the plan, you need someone in the seat.
A business in difficulty does not need another diagnosis. It needs an operator with real authority to act, in place within weeks.
What a struggling business is up against
It is rarely a single cause. Usually it is several at once:
Cash visibility ends within days
No one can say with confidence where the company will stand in six weeks, so each decision is a gamble.
Fixed commitments set in a better year
Rent, payroll and vendor contracts sized for revenue that has not come, and a landlord who wants to talk.
Lenders and investors losing patience
The bank wants a credible plan, the board wants it quicker, and the last plan did not hold.
The founder cannot see the whole picture
No criticism intended. Distance is the reason an outside operator helps.
Our operators have run a business through this before. They step in, get cash under control, redraw the plan and take the hard calls with lenders, landlords and key suppliers that a founder cannot manage alone. The services agreement can be wound down 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
Steady leadership when it counts
A recovery needs one operator with authority and a structure that holds around them. We match the first and keep the second in place.
Close governance through the recovery
We review progress with you and the executive often while the pressure is on, and say early if the plan drifts.
Specialists a call away
Your executive can reach our collective of 800+. A cash question that turns out to be about the contracts meets someone who has renegotiated them.
A managed handover if needed
If your executive has to step away mid-recovery, we start the replacement search from our notes and handle the transition with your lenders in view.
Steadiness over status
In a crisis, steadiness in the room matters more than a title. We match for temperament as closely as for sector.
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 New York provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
