Restructuring and
Restructuring and Turnaround 2018-11-08T17:13:02+00:00

Restructuring and Turnaround

I can help and advise with Business Restructuring and Turnaround

Running a business can be very rewarding but it will also experience many challenges.

Cash management will always feature high up on any list of challenges but recognising issues early and seeking the right advice will go a long way to coping with any difficult situation.

It is important to distinguish between a temporary dip in performance or a terminal decline. Having someone on board who has seen it from both sides as an advising accountant but also as a Licensed Insolvency Practitioner, will help you take the early action you need to ensure the survival of your business.

Being a Chartered Accountant and a non-appointment taking insolvency licence holder puts me in a unique position to help and ensure you have the key performance indicators to spot the early signs of a problem.

Please click on the link to download a copy of our Company Brochure – Coyne Consultancy Company Brochure.

10 Under Performance Indicators 

  • Lower than expected bank balance
  • Surprising increase in overdraft
  • Lower profit margins
  • Increasing amounts of complaints
  • High employee turnover
  • Low stock turnover
  • Increasing product return rates
  • Defaulting on bills
  • Extended debtor or creditor days
  • High interest payments

I can help identify the key issues and help in taking the tough decision that may be necessary.

It may be that a short-term refinancing will do the trick and I have good access to a number of funds that can help plug the gap.

You may be in a position to put some of your own or family money into the business but you need to know how to protect it with a Private Debenture. I can help you put these in place and give you and your family both security and control.

It may be that the accounting and financial systems have broken down or a key member of the team has left or been taken ill. I can bring in experienced financial directors or accountants on a short-term basis whilst a replacement is brought in or the employee returns to work.

My advice is independent with the focus on being the director’s friend and ally, bringing much needed peace of mind, stabilising the business and ensuring any financial or operational changes are sustainable.

Once the business is back on its feet, I can if you require act as non-executive director for as long as necessary to ensure that the changes made to the business continue, to help change the mindset of the management, to ensure that financial controls are adhered to and that decisions are made based on timely produced facts and figures….not emotion.