When cash gets tight, every week counts. We start with the next one.
Turnaround and restructuring for companies going through a difficult period: cash, debt, costs and operations reorganized around a 13-week plan, creditor negotiations and hands-on support all the way to recovery.
A crisis rarely comes out of nowhere. It builds slowly.
The sooner a company acts, the more options it has. Waiting for the bank to cut your credit line usually costs dearly.
- Working capital is funding losses, not growth.
- Paying vendors and taxes late has become part of the monthly routine.
- Each new loan pays off the last one, at ever-higher interest rates.
- Some product lines, customers or units lose money, and no one decides what to do about them.
If two of these are already happening, the conversation should take place this week.
Before any plan, know how long the cash will last.
- 0113-week cash flowReceipts and disbursements week by week, pinpointing exactly when cash turns negative.
- 02Cash committeeEvery significant outflow requires a decision, with priority given to payroll, taxes and critical vendors.
- 03Negotiated breathing roomBanks, vendors and tax authorities approached with the numbers in hand, not with requests for more time.
- 04Recovery planOnly once the bleeding has stopped: costs, profitability and what to keep, sell or shut down.
In hard times, a company needs candor. Not an off-the-shelf formula.
A turnaround isn't cutting 20% across the board. It's choosing, based on the numbers, what saves the company, and having someone at your side to say what needs to be said.
Sometimes the best way out is to sell a product line, not save it.
The assessment weighs every option, including shutting down, selling or bringing in a partner. We recommend whatever preserves the most value.
The right cut is the one the business can absorb.
No across-the-board cuts. Each expense is judged by what it supports: revenue, margin and the ability to recover.
With banks, you negotiate with numbers, not requests.
Solidy's partners, who bring restructuring experience, take part in the discussions with banks, creditors and tax authorities.
From next week's cash to a company that grows again.
13-week cash flow
Weekly forecast, cash committee and payment prioritization.
Debt and lenders
A full debt map and renegotiation of maturities, rates and collateral.
Tax liabilities
Installment plans and tax settlements (transação tributária) to get current without choking cash flow.
Costs and expenses
Targeted cost reduction, based on what each expense supports.
Profitability
Results by product line, customer and unit, to decide what to keep.
Working capital
Payment terms, inventory and receivables adjusted to free up cash.
Organization and management
Structure, roles and management routines so the company doesn't end up back where it started.
Partner, investor or sale
When the best way out involves new capital, the house is put in order before that conversation.
The sooner you act, the more options you have.
The conversation is confidential and starts with next week's cash.
Stabilize, diagnose, decide and recover.
Stabilize
13-week cash flow, cash committee and the first conversations with creditors.
Diagnose
Profitability by product line, debt, liabilities and what actually generates and consumes cash.
Decide
What to keep, adjust, sell or shut down, each with a target, an owner and a deadline.
Recover
Hands-on support with execution until the company is operating with headroom again.
In a turnaround, having everything in one firm saves time the company doesn't have.
CFO as a Service
The team that runs cash and bank relationships during and after the turnaround.
Learn more → BPOFinance Operations
Payments and collections under control, with approval for every outflow.
Learn more → ConsultingTax Advisory
Tax liabilities brought current with the least possible impact on cash.
Learn more → ConsultingStrategy and Growth
After the turnaround, the plan to grow again, with healthy margins.
Learn more →