When the business needs more than a diagnosis, it needs a decision-maker.
Most struggling companies can name the problem. What they lack is someone with the authority and the experience to act on it.
What businesses in difficulty face
Pressure seldom arrives alone:
Cash is visible a few days ahead
No one can state with confidence where cash and trading will stand in six weeks, which turns every decision into a guess.
Lenders and suppliers are losing patience
The last plan did not hold, and the next conversation has to be credible.
Staff can feel it
Uncertainty does more damage than bad news, and the strongest people go first.
The owner is too close
Not a criticism. It is why an outsider is the right answer.
The operator we bring has been through it before and knows the order of work. They secure the cash position, rewrite the plan and carry the negotiations that are too much for the owner alone, on our standard one month's notice.
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
Where we fit in a recovery
A recovery needs one operator with authority over cash and a steady frame around them. We provide both.
Governance under strain
Progress is reviewed with the owner and the executive at short intervals, and slippage is named the moment it appears.
Specialists when the problem widens
When a lender negotiation, a supplier dispute or a restructure needs another experienced head, your executive can draw on our collective of 800+.
The plan keeps moving
If the executive leaves mid-recovery, a replacement search starts from the plan we hold and we manage the handover.
Matched for steadiness
Our match is someone who has steadied a business before and can carry a team through it in French and in English.
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 Montreal provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
