TRANSFORMING TROUBLE

BECOME A RECOVERY EXPERT IN 6 MONTHS

We follow the corporate lifecycle from insolvency to growth, focusing on value recovery and business viability.

FRAMEWORK OF THE PROGRAM

PROTECT

The company is facing a severe cash crisis. Negotiation with key creditors may be necessary before or after bankruptcy if continuing operations is no longer viable. To gain creditor support, a solid turnaround or release plan is essential.Navigate crisis scenarios and financial distress

REBUILD

Rebuilding requires a strong balance sheet and sufficient cash to drive the turnaround. Restructuring involves eliminating unprofitable activities and reducing costs where possible. However, a well-defined strategy is crucial to distinguish core operations (muscle) from non-essential ones (fat).

RELEASE

From a shareholder value perspective, the best options are to sell the company or liquidate its assets (wind down). If selling is preferable, restructuring the balance sheet and securing quick wins can help to maximize value.

Release is not part of the Transforming Trouble Program.

LOCATION AND TIME INDEPENDENT LEARNING TOOLS

  1. Live Online Lectures (Bi-Weekly)

  2. Pre-Recorded Video Lessons

  3. Audio Learning & Podcast-Style Summaries

  4. Interactive Workshops & Case Studies

  5. Online Tools & Business Simulations

  6. Private Online Community & Peer Networking

  7. Practical assignments after each session

  8. Capstone Project & Certification

MODULE 1 | STABILISATION

  • The Reality Gap – How much time does the company really have?

  • Survival vs. Turnaround – Understanding the crucial difference.

  • Mastering the Numbers – Interpreting key financial indicators.

  • Smart Cash Flow Forecasting – The art of predicting liquidity needs.

  • Stopping the Bleeding – Enforcing priorities to stabilize operations.

  • Generating Cash from Almost Nothing – Creative liquidity solutions.

  • Centralized Decision-Making – Ensuring swift and effective action.

  • Stakeholder Management & Communication – Keeping all frogs in the wheelbarrow.

  • The Monkey Trap – The art of letting go and recognizing when to move on.

  • Symptoms vs. Causes – Identifying the true drivers of decline.

  • External Insights – Clients and suppliers as valuable sources of information.

  • Internal Dynamics – Using the Burke-Litwin model to connect underlying causes.

  • Analytical Tools – Applying the 5 Whys, 5 Hows, and the Ladder of Abstraction and leveraging internal knowledge and competencies

  • Strategic Evaluation – SWOT analysis, qualifiers, and differentiators.

  • Overcoming Resistance – Eliminating fear, breaking dogmas, and driving change.

  • Leadership & Collaboration – Conducting management assessments and fostering teamwork.

  • Stakeholder Management – Aligning interests and keeping all frogs in the wheelbarrow

MODULE 2 | ROOT CAUSE ANALYSIS

  • Turnaround Agenda – Creating value from chaos by structuring a clear recovery roadmap.

  • Turnaround Drivers – Identifying key opportunities and threats that unlock or protect value.

  • Turnaround Qualities – Defining the essential attributes for success (e.g., cost-effective purchasing).

  • Working Areas – Addressing turnaround drivers across critical functions like production, marketing, and sales.

  • Milestones & Tasks – Setting clear steps to achieve the necessary turnaround qualities.

  • Turnaround Projects – Structuring projects by logically grouping milestones for efficient execution.

  • Value Assessment & Prioritization – Evaluating value creation per project and setting priorities.

  • Root Cause Alignment – Ensuring turnaround projects directly address identified root causes.

  • Stakeholder Management & Communication – Keeping all key players aligned and engaged.

MODULE 3 | TURNAROUND PLAN

  • Team and Project Setup – Define project teams, assign responsibilities to project managers, and establish clear deadlines and milestones to ensure smooth execution.

  • Communication Strategy – Develop a structured communication plan to determine which stakeholders need to be informed, when, and how, ensuring transparency and alignment.

  • Risk and Resistance Assessment – Identify potential risks and resistance to change during execution and develop strategies to mitigate these challenges effectively.

  • Resource Constraints Evaluation – Assess resource availability to balance turnaround efforts while maintaining day-to-day operations to generate cash flow.

  • Integrated Risk and Resource Management – Use analysis to optimize risk mitigation and resource allocation for seamless project execution.

  • Project Organization and Oversight – Implement reporting structures and progress control mechanisms to track performance and ensure accountability.

  • Stakeholder Management and Engagement – Maintain alignment among all stakeholders, ensuring effective collaboration.

MODULE 4 | TURNAROUND EXECUTION

  • Securing Immediate Liquidity – Identifying and obtaining short-term financing from shareholders, banks, or alternative creditors to sustain operations and gain time.

  • Strategic Creditor Negotiation – Protecting the company by resisting unreasonable creditor demands while maintaining constructive relationships.

  • Minimizing Cash Requirements – Reducing the need for external funding through cost controls and internal liquidity optimization (stop any bleeding).

  • Managing Director Liabilities – Understanding legal responsibilities and mitigating personal and corporate risks when dealing with creditors.

  • Creditor Risk Assessment – Evaluating worst-case scenarios and assessing the influence and leverage of key creditors.

  • Implementing a Standstill Agreement – Coordinating multi-bank negotiations to pause repayments and create breathing space for restructuring.

  • Developing a Sustainable Financial Structure – Aligning long-term financial restructuring with the broader turnaround strategy.

  • Final Validation – Ensuring the restructuring plan offers the best possible outcome for all creditors while preserving business viability.

  • Stakeholder Management & Communication – Keeping all key players informed, aligned, and engaged—ensuring all frogs stay in the wheelbarrow.

MODULE 5 | WARM RESTART THROUGH FINANCIAL RESTRUCTURING

  • Customer and Contract Assessment – Identify the essential customers and contracts required to rebuild a stable foundation for the business.

  • Supplier and Contract Evaluation – Determine the key suppliers and agreements necessary to ensure operational continuity.

  • Employee Needs Analysis – Assess the number and roles of employees required to support the restart effectively.

  • Turnaround Plan Revision – Adapt the existing turnaround plan to align with the specific requirements of a bankruptcy restart.

  • Cash Flow and Financing Review – Update cash flow forecasts and determine the financing needed to support the new business model.

  • Bank and Creditor Positioning – Evaluate the willingness of banks to roll over existing credit and refinance, ensuring financial backing for the restart.

  • Risk Assessment – Analyze reputational, financial, and other potential risks associated with the restart, addressing new challenges proactively.

  • Final Negotiations with Lenders and Creditors – Secure agreements with all financial stakeholders to support the new structure.

  • Asset Acquisition – Negotiate favorable terms for purchasing necessary assets from the receiver and finalize the deal.

  • Stakeholder Communication and Press Management – Clearly communicate the restart plan to stakeholders and manage media relations as needed to protect and enhance the company’s reputation.

MODULE 6 | COLD RESTART THROUGH BANKRUPTCY