The runway is shorter than the plan.
A company in trouble usually knows what is wrong. What it lacks is an operator with the authority to act, and soon.
What trouble looks like
Several pressures at the same time:
Funding did not follow the plan
The company hired for a round that did not come, and the team is now larger than the cash.
Cash is visible only weeks ahead
Nobody can say with confidence what the position will be next quarter.
Investors want a plan, not an update
The board needs numbers and an owner for them.
The team has stopped believing
People hedge, and the best of them start taking calls.
A fractional executive steps in with authority, stabilises cash, makes the hard decisions and hands over a company that can run.
Who this is for, and who it is not
Best for
- A cash crisis that needs visibility and control now
- A business in operational or financial distress
- Lender or investor pressure that needs a credible plan
- A leadership vacuum that has stalled key decisions
- Stabilising the business before planning recovery
Not for
- A business that only needs advice or a written report
- A situation whose primary need is a formal insolvency practitioner
- A stable business planning improvements at its own pace
- A one-off review with no mandate to act
When the runway is short
A company in trouble gets an operator with authority, matched for calm and speed.
Close while it matters
While cash is tight we review more often, and change the mandate with the founders and board when the facts change.
Peers in a crisis
Investors, staff and creditors all want answers the same week, and peers in the collective help carry that.
No reset mid-recovery
If the executive has to leave mid-rescue, the plan and the brief are with us and we bring in the successor.
Calm under pressure
In a crisis the room is tense. We match for someone who can hold it steady.
The turnaround engagement
Each engagement moves from crisis to recovery with structured urgency.
Rapid assessment (week 1)
Financial position, operational status, commercial pipeline and team capability, mapped with a structured diagnostic framework.
Priority triage (week 2)
The 3–5 interventions that will have the most impact on stabilisation are identified and begun. Ruthless prioritisation.
Stabilisation (weeks 3–8)
Cash flow is visible and managed. Acute operational failures resolved. Lenders or investors briefed with a credible recovery narrative.
Recovery (month 2 onwards)
Processes rebuilt. Commercial momentum recovered. Financial infrastructure strengthened. Business guided from crisis to sustainable operation.
Turnaround triage
The leadership a situation calls for depends on where the business is breaking.
The roles a turnaround usually calls for.
For a complex turnaround, we can deploy more than one operator at once and layer in further specialists as recovery progresses.
Restructuring experience from
The questions buyers ask first
Fractional Tel Aviv provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
