Full Turnaround | Nexum Advisory

Why

Why you need a comprehensive approach

Turnaround management, or comprehensive company recovery, makes sense when operational and financial problems are intertwined and rescuing a company in crisis requires one coordinated plan rather than parallel, disconnected measures. A full restructuring of the company at that point means simultaneous urgent liquidity protection measures and a long-term recovery plan.

Difference between partial and comprehensive restructuring

When operational and financial problems are intertwined, solving only one part doesn't stop the decline — one coordinated plan is needed for both.

Consequences of addressing the crisis only partially

A financial agreement buys time, but without operational change the problem returns; operational change without financial stabilization doesn't reach the result.

Signals that you need a full turnaround

Liquidity is seriously at risk, creditors are involved, and at the same time the core operating processes and cost structure are unsustainable.

Common problems

Most common problems we solve

A crisis handled in a fragmented way

Different advisors work on finance, operations and negotiations with no shared plan.

No clear picture of whether the company is viable at all

Decisions are made without answering the basic question — can the company be saved in its current form.

Creditors and management with no shared plan

Each side has its own version of the solution, with no agreed recovery scenario.

Time lost in a phase where time is decisive

Analysis drags on while cash and creditor trust are further depleted.

What you get

What you get within the full turnaround service

Comprehensive viability diagnosis

A clear answer on whether, and under what conditions, the company is viable.

Integrated recovery plan

One plan that brings together operational measures, financial restructuring and creditor negotiations.

Urgent liquidity protection measures

Steps implemented immediately, in parallel with building the full plan.

Negotiations with all parties

Coordinated communication with creditors, suppliers and, if needed, employees.

Interim support to management

Presence in key decisions during the recovery period.

Monitoring implementation through to stabilization

Tracking plan execution through to a confirmed exit from the crisis.

How we work together

Urgent initial assessment

A fast diagnosis of the scale of the crisis and the time available to act.

Urgent measures and a full plan

Implementing liquidity protection measures in parallel with building the integrated plan.

Negotiations and implementation

Coordinated negotiations with creditors alongside implementation of operational measures.

Stabilization and handover

Tracking through to confirmed stabilization and handing regular management back to the team.

Who it's for, and who it isn't

Who this service is for, and who it isn't

Who it's for

Companies in a serious, multi-dimensional crisis — Liquidity, creditor relationships and the core business are all at risk at the same time.

Management and owners who need one accountable partner — Instead of coordinating several independent advisors, one integrated plan is needed.

Creditors who require a credible recovery plan — A bank or investor requires an independently confirmed plan before further concessions.

Who it isn't

Companies with a purely operational problem — When liquidity and creditor relationships aren't at risk, Business Restructuring is enough.

Companies under purely financial pressure with no operational problems — When the core business is healthy, Financial Restructuring is enough.

Common mistakes

Most common mistakes we see

Recognizing the scale of the crisis too late

Measures are sought only once options have already narrowed significantly.

Parallel, uncoordinated advisors

Operational and financial measures aren't aligned in timing or goal.

Focus only on short-term survival

Urgent measures are implemented with no plan for long-term viability.

Insufficient transparency toward creditors

Incomplete information undermines the trust needed for an agreement.

If you recognize two or more of these — it's time to talk.

FAQ

Frequently asked questions

When is a situation serious enough for a full turnaround rather than a narrower engagement?

When liquidity, creditor relationships and the core operating model are all at risk at the same time — not just one of those three elements.

Do you take over operational management of the company?

When needed, we provide interim support to management, with a clearly defined scope and duration of engagement.

How long does a typical recovery process take?

Urgent measures take effect within the first few weeks, while full stabilization typically takes six months to a year.

Is it possible that the assessment finds the company isn't viable?

Yes — an honest answer to that question is part of the diagnosis, including alternatives if a regular recovery isn't realistic.

Who bears the cost of the engagement in such a serious situation?

The fee structure is adapted to the situation and the company's available liquidity, and is agreed before the engagement begins.