Turnaround & Restructuring
Stabilize the business. Plan the path forward.
Amati helps owners and management establish near-term cash visibility, assess what the business can sustain and organize the decisions required. We connect financial analysis with operating priorities, stakeholder discussions and accountable implementation so the team can evaluate a practical path forward.
A confidential, 30-minute conversation with an Amati partner to understand your situation, explore your options and identify a practical next step.
A practical starting point
What should we do first when cash is tight and the current plan no longer works?
Business pressure can develop through declining margins, slower collections, excess inventory, unexpected costs or a change in demand. An effective response connects immediate liquidity needs with the underlying operating and financial challenges.
Amati Capital Partners provides practical turnaround and restructuring advice shaped around the circumstances of the business. We help management establish the facts, evaluate options and coordinate focused action, with a clear view of the decisions and assumptions involved.
Not sure where to start? Take the Business Health Assessment
For owners and teams facing business pressure
We work with owners and leadership teams facing cash pressure, declining performance, an operating setback or financing that is becoming difficult to support. The engagement can begin before the situation becomes acute, or when management needs focused help organizing an immediate response.
Establish a reliable view of cash
A short-term cash forecast brings expected receipts, payments, available balances and funding requirements into one view. We help organize the information, identify gaps and make the assumptions visible so management can see when pressure is likely to arise.
The forecast should be a working tool. We help compare actual cash movements with expectations, investigate differences and update the outlook. Collections, inventory purchases, supplier payments and other commitments can then be discussed against a shared view of liquidity.
Assess what a viable business could look like
Stabilization needs an honest assessment of the underlying business. We review margins, working capital, operating costs, capacity and management priorities to understand where pressure originates and which changes could make a meaningful difference.
Scenario assessment tests possible responses against cash requirements, execution capacity and commercial assumptions. That can include changes to pricing, product mix, overhead, inventory or the pace of activity. We help management distinguish achievable improvements from assumptions that need evidence, and identify where further information or specialist input is required.
Align information, stakeholders and capital options
Owners, management and lenders need a consistent account of the current position and the proposed response. We can help prepare financial information, cash forecasts and progress updates, coordinate lender questions and track outstanding information requests. Clear responsibilities and a realistic timetable support those discussions.
Capital options should be considered alongside operating changes. We help assess potential funding requirements and the implications of owner investment, refinancing or changes to existing facilities. Availability, timing and conditions depend on the parties involved; additional capital is not a substitute for a credible operating plan.
Turn priorities into accountable action
A response becomes useful when the team knows what must happen next. We help establish a manageable action plan with named owners, deadlines and measures of progress. Operating priorities can address collections, inventory, margins, spending and decisions that are delaying execution.
Regular reviews connect actions with the cash outlook and emerging results. We help maintain follow-through, bring unresolved issues back to management and adapt the plan as facts change. Stabilization and a viable path forward remain the objectives; outcomes depend on the business, its resources and the cooperation required.
How we can help
A focused response from visibility to action
The scope and pace reflect the urgency, available information and capacity of the business.
Establish the position
Review current cash, commitments, financial results and immediate decisions. Identify information gaps and agree a practical reporting rhythm.
Assess options
Develop cash forecasts and scenarios. Review viability assumptions, operating priorities, capital requirements and the resources needed to carry out potential changes.
Agree priorities
Select the actions that matter most, define responsibilities and establish milestones. Clarify stakeholder communication and decisions requiring owner or management approval.
Coordinate execution
Work alongside management to track actions, organize lender information and connect financial decisions with day-to-day operating requirements.
Review and adapt
Compare results with the plan, update the cash outlook and revisit assumptions. Adjust priorities as the position becomes clearer.
Practical deliverables
Working information for decisions under pressure
An agreed mandate may include:
- A short-term cash forecast with explicit assumptions
- A current-position summary and information-gap assessment
- Viability and scenario analysis with key decision points
- Working-capital, margin and operating-priority reviews
- A capital-options assessment and lender information package
- A stakeholder communication and information-request tracker
- An action plan with accountable owners, milestones and progress reporting
Questions owners ask
Do we need to wait until the situation is critical?
No. Earlier visibility can give management more time to examine options and prepare a response. A mandate can begin with a focused review of cash, operating pressure and the decisions ahead.
Can you work with our existing advisers?
Yes. We provide business advisory and implementation support, coordinating with your accountants, lawyers and other specialists where required. The mandate defines our work, while each adviser retains responsibility for their professional services.
What information is useful at the outset?
Current financial results, bank balances, receivables, payables, inventory information, existing financing and upcoming commitments provide a starting point. We identify what needs updating and which assumptions require management input.
Practical perspectives from Amati
Explore related perspectives
A practical next step
Start with the position you face today.
Tell us where the business is under pressure and which decisions are becoming urgent. We can discuss a focused scope of practical support.