Someone in the seat with the authority to act.
By the time a business asks for help it has already diagnosed itself. What it needs is an operator with the authority to act, and soon.
What a business in trouble is up against
Seldom one problem. Usually several together:
A cash forecast that stops at next week
Beyond that nobody can say where the balance will land, so each decision is a bet.
A client project that has stalled
A delayed approval or a disputed milestone on a large contract can freeze the cash of the whole company.
Banks and suppliers running out of patience
They want a plan they can believe, and the last one did not hold.
Too close to see it
That is no criticism. It is why an outside operator can say what needs saying.
We match operators who have taken a business through this before. They step into the seat, bring cash under control, rebuild the plan and take the conversations the owner cannot carry alone. A services agreement means the arrangement ends cleanly when the business is steady.
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
What the turnaround engagement brings
Riyadh boards and banks know the interim operator well. Our part is choosing one with the authority the situation needs, and staying close.
Governance on fixed dates
We meet the owner and the board at set points and raise it early when cash and plan diverge.
Specialists to call on
Banks, a stalled government milestone or a tight supplier: someone in the collective has handled each, and the operator can ask them.
Continuity without a restart
Should the operator need to step away, the brief and the plan remain with us and frame the next search.
Matched for weight in the room
Banks, staff and government clients test a new operator early. We match people who carry the room.
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 Riyadh provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
