Restructuring & Turnaround
Business restructuring needs a decision system, not a more optimistic forecast.
Nordwyn helps management regain visibility over liquidity, profitability and execution priorities. The work is commercial and financial restructuring—not insolvency or legal advice.
When this becomes relevant
- A profitable company repeatedly runs short of cash.
- Margins are deteriorating but reporting does not explain why.
- Working capital is absorbing growth and financing headroom.
- Lenders, shareholders or suppliers need a credible plan and current information.
Scope
Restructuring & Turnaround
- 13-week cash flow and daily/weekly cash discipline
- Profitability by customer, product, project or business unit
- Working-capital and cash-conversion actions
- Pricing, cost base and operating model scenarios
- Turnaround governance, responsibilities and stakeholder materials
A disciplined process
- 01
Stabilize visibility
Build a reconciled short-term cash view and identify decisions with immediate liquidity impact.
- 02
Diagnose economics
Separate revenue, margin, overhead, working-capital and financing problems instead of treating them as one issue.
- 03
Build scenarios
Model a base, downside and action case with explicit assumptions, owners and timing.
- 04
Prioritize actions
Sequence cash protection, pricing, collections, inventory, costs and operating changes by impact and feasibility.
- 05
Run the cadence
Establish weekly decisions, variance review and stakeholder communication using one source of truth.
Questions that shape the decision
- Which payments are operationally critical and when do they fall due?
- Which revenue is profitable after delivery cost and working-capital needs?
- What actions preserve value, and which merely delay a decision?
- When must legal insolvency or labor specialists be involved?
Methods and working tools
- 13-week direct cash-flow forecast
- Contribution-margin and break-even analysis
- Working-capital bridge
- Scenario-based turnaround plan and weekly variance control
Common mistakes
- Managing liquidity from a monthly P&L rather than actual receipts and payments.
- Cutting costs evenly instead of protecting profitable capacity and critical capabilities.
- Counting uncommitted financing or delayed receivables as certain cash.
- Waiting to communicate until stakeholders discover the problem elsewhere.
Frequently asked questions
Is this insolvency advisory?
No. Nordwyn focuses on commercial, operational and financial restructuring. Legal insolvency questions require qualified counsel.
Why use a 13-week cash flow?
Thirteen weeks is detailed enough for weekly decisions and long enough to expose near-term funding gaps, payment concentrations and the effect of actions.
Can a profitable company still run out of cash?
Yes. Growth, inventory, slow collections, debt service, taxes and capital expenditure can consume cash even when accounting profit is positive.
Confidential conversations.
Need a clearer restructuring picture?
A discreet first discussion can focus on liquidity, the immediate decision horizon and the information currently available.