A turnaround CFO steps into a business that is growing on the outside and bleeding on the inside, finds what is actually costing you money, and stops it — fast. You get a clear read on cash, the two or three fixes that matter most, and someone who has done it sitting in the seat until the bleeding stops.
Not a consultant with a binder. Someone who has run payroll on a short week and still made it. A business can look busy and healthy and still be dying quietly — revenue up, margin down, cash tighter every month, and nobody can say exactly why.
I have sat in that seat. The problem is almost never one big thing. It is friction — a pricing model that stopped fitting, a cost that crept, a process that eats hours nobody counts. Left alone, that drag compounds until a good business runs out of room.
A turnaround CFO does three things. It finds the leaks — in cash, in margin, in the work itself. It ranks them by what they cost you now. And it fixes the two or three that buy back room, so you can breathe and think again.
This is not a report you file. It is hands on the controls until the numbers turn. Then you keep the seat or you don't — your call.
A struggling business rarely has a revenue problem. It has a friction problem wearing a revenue costume.
A turnaround CFO steps into a business that is growing on the outside and bleeding on the inside, finds what is actually costing you money, and stops it — fast. You get a clear read on cash, the two or three fixes that matter most, and someone who has done it sitting in the seat until the bleeding stops.
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