When I am brought in
Turnaround & Recovery
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When I am brought in
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Performance is off plan with no credible recovery path
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Covenants are at risk or breached, triggering lender pressure
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Delivery failures are eroding revenue, margin, or customer trust
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Leadership lacks grip, pace, or reliable line of sight
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What changes
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Core issues are surfaced and prioritised fast
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Cash leakage is stopped and structural cost is removed
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Leadership gaps and behavioural blockers are addressed decisively
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Firefighting gives way to controlled execution
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The business exits survival mode and returns to control.
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Carve-Outs, Integrations & Complex Transitions
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I am brought when
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Operational due diligence is needed to expose hidden costs and execution risks
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The post-deal standalone operating model is unclear
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Leadership capacity or integration experience is missing
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Complexity threatens delivery, cash, or customer continuity
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What changes
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Deal and execution risks are quantified and reduced pre-signing
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Integration blueprints protect continuity from Day 1
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First-year EBITDA leakage is avoided
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Structural cost synergies are captured early through consolidation
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Complexity is reduced, and integration converts into EBITDA.
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Scaling & Exit Readiness
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I am brought in when
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Growth is stressing processes, systems, or organisational structure
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Operations constrain margin, service, or cash conversion
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Leadership depth or capability gaps limit scale or credibility
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An exit or refinancing is approaching and performance must harden under scrutiny
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What changes
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The operating platform is strengthened to scale predictably
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Processes, systems, and roles align to true value drivers
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Governance, reporting, and accountability stand up to diligence
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Delivery, margin, and cash become consistent, defensible, and diligence-ready
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Scale creates value rather than eroding it.
The equity story is supported by operating evidence, not narrative.
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Interim COO & Operational Leadership
I am brought in when
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Performance, cash, or delivery is at risk and grip is missing
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Leadership lacks bandwidth or the specific skill set required
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Growth, disruption, or a transaction overwhelms the organisation
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Stakeholders need visible reassurance that control is restored
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What changes
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Clear authority and accountability are established immediately
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Decision speed and operating cadence return
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Ownership across delivery, cash, and risk is explicit
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Operations remain stable while change is executed
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Control is restored quickly, without creating dependency.
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