Turnaround plan

What it is

A staged response to a business in distress, run in a strict order because doing them together burns the time distress does not allow. Cash first, because insolvency is the actual clock. Cost second, because it is inside management's control and moves fastest. Revenue third, because it is slowest and least certain, and betting on it before cash is stable is how turnarounds fail.

Cash stabilisation

The thirteen-week cash flow, covenant headroom, and the specific actions — payment terms, discretionary spend, asset sales — that extend the runway. This is the only workstream with a genuine deadline.

Cost reduction

Structural cost out, sequenced from fastest and least damaging to slowest and most disruptive. The bank and the board want to see this moving before revenue plans are even discussed.

Revenue recovery

Only credible once cost and cash are stabilising. A revenue plan presented as the whole answer, before the cost line has moved, reads as denial rather than a plan.

Stakeholder confidence

The bank, the board, key customers and the workforce move on a different clock from the plan itself, and faster. Someone owns this communication explicitly, separate from whoever is running delivery.

The weekly cadence

Distress is managed weekly, not monthly. A monthly board pack is the wrong instrument for a business whose cash position can move materially in a fortnight.

How you run it

1. Build the thirteen-week cash flow firstWeekly, not monthly. This is the instrument that tells you how much time the rest of the plan actually has.
2. Name every action that extends the runwayPayment terms, discretionary spend, asset sales, standstill discussions. Date each one and assign an owner.
3. Sequence cost reduction from fastest to most disruptiveStructural cost the business controls directly, moved first. This is the credibility the rest of the plan is built on.
4. Hold the revenue plan until cost is movingA revenue recovery story presented before cost credibility is established reads as denial. Sequence it deliberately behind cost, not in parallel.
5. Put stakeholder confidence on its own weekly rhythmBank, board, key customers and the workforce, each briefed on a cadence that matches how fast their confidence can move, not how fast the plan updates.

The prompt

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