When the business needs more than advice. It needs a person in the chair.
By the time a company calls us it usually has a diagnosis. What it lacks is an operator with the authority to act, starting this month.
What a struggling business tends to face
Seldom a single problem. More often several together:
Cash visibility of a few days
Nobody knows where cash will be in six weeks, so each decision is a bet.
The bank and the vendors are losing patience
Lenders and suppliers need a plan they can believe, because the previous one did not hold.
A key customer is wobbling
One large account is most of the revenue and the relationship is in a founder's head.
The founder is too close
Not a criticism. It is exactly why an outsider is the right answer.
We bring in operators who have been through this before. They take the chair, bring cash under control, redo the plan and have the talks the founder cannot have alone. When the business is steady, the arrangement ends cleanly.
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
A steady hand when cash is short
A business in a hard stretch needs one person with authority to act and governance around them. We supply the person and hold the governance.
Close reviews during the recovery
While cash is tight we meet you and the executive often, and flag slippage the week it appears.
Specialists one call away
Your executive can ask any of our 800+ operators. A cash problem that proves to be a lender problem reaches someone who has negotiated with one.
No pause if someone leaves
A departure mid-recovery does not reset the plan. We hold it, search again from it and handle the handover ourselves.
Calm under pressure
When cash is short, people watch how the leader behaves. We choose for calm and fairness before title.
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 Atlanta provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
