Services
Crisis Management & Business Turnaround
When the situation is urgent, you need clear control over cash, operations, and communication. Mirabilys provides hands‑on turnaround management and restructuring advisory support to stabilize distressed businesses and create a credible path forward.
When To Call Us
If you recognize some of these situations, it may be time to bring in an operator.
Liquidity is tight, and you are not fully confident in the 13‑week cash view or weekly cash routine.
Key suppliers have shortened terms, and your team spends more time negotiating payments than serving customers.
The leadership team is tired, stretched, or divided on the right path, and decisions are slipping.
Lenders are asking hard questions, covenants are under pressure, or informal forbearance has become the norm.
Performance has been drifting for several quarters, and the current plan feels more hopeful than realistic.
We step into these situations with a calm, structured approach that blends turnaround consulting discipline with in‑the‑seat management.
What We Do
In a crisis mandate, Mirabilys typically leads or supports
Cash and liquidity stabilization
We install practical cash management routines, build or refine short‑term cash flow forecasts, and prioritize spending so the business can breathe.
Stakeholder mapping and communication
We prepare clear, credible messages for lenders, investors, employees, and key suppliers so speculation is reduced and trust can start to rebuild.
Operational triage
We identify critical operational risks, from production bottlenecks to service failures, and implement quick fixes that protect revenue and keep customers.
Cost and footprint actions
We analyze the cost structure, identify immediate and medium‑term actions, and design changes that protect the core of the business while reducing losses.
Strategic options analysis
We work with owners and boards to explore restructuring options, financing alternatives, partnerships, or potential sales, always grounded in realistic valuations.
Execution leadership
We take responsibility for making sure decisions do not stay on paper. That can include acting as Interim CEO, CFO, or Chief Restructuring Officer to lead the business turnaround day to day.
Our Process
A structured approach to stabilization and recovery
Rapid assessment
In the first days, we review financials, cash, key contracts, and core operations. We speak with leaders and front‑line managers to understand what is really happening, then provide a concise view of risks and priorities.
Stabilization plan
We develop a short, focused plan centered on cash, operations, and immediate stakeholder communication. This includes a cash control framework, quick operational fixes, and an agreed way of communicating with lenders, employees, and the board.
Turnaround roadmap
Once basic stability is in place, we create a more complete business turnaround roadmap. It covers operational turnaround initiatives, cost measures, organizational changes, and strategic options, aligned with realistic timelines and capacity.
Execution and monitoring
We work alongside your team to execute the plan, track progress weekly, and adapt as new information emerges. Our role can include interim management, coaching existing leaders, or coordinating external advisors.
Transition to long-term state
As the crisis passes and performance improves, we help prepare the business for its next chapter, whether that is renewed growth, refinancing, or a sale. We then transition responsibilities to the permanent leadership and governance structure.
Early Warning Signs
You do not need to wait for a full crisis to ask for help.
Early indicators that a business may need turnaround management include:
Frequent last‑minute cash movements to meet payroll or supplier payments
Increased turnover in key roles, especially in finance and operations
Growing tension or misalignment between owners, management, and lenders
Surprise variances between actual results and forecasts
Slower decision‑making, with important topics repeatedly deferred
Feeling that the business is working harder every year but creating less value
Seeing these signs is not a failure. It is an opportunity to intervene early while more options are available.
FAQ
Frequently Asked Questions
Get in Touch
If you are worried about running out of time, talk to us now
A confidential conversation can help clarify your options and determine whether outside support would be valuable. There is no obligation, and the earlier we talk, the more options remain on the table.