Restructuring and Turnaround Plan Consultants for Mid-Market Companies

A full restructuring and turnaround plan for a company under financial stress — integrated financial model, creditor analysis, operational restructuring, recovery scenarios and implementation strategy. Standard scope delivered in 20 calendar days.

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Turnaround advisory

How does the company survive — and on what terms?

A Corporate Restructuring / Turnaround Plan for companies under financial stress: an integrated financial model, creditor analysis, operational restructuring, multiple recovery scenarios and a sequenced implementation strategy — the document that creditors, investors and promoters can negotiate around. Standard scope delivered in 20 calendar days.

Who commissions it

Distressed companies

Management facing a liquidity squeeze, covenant pressure or overdue obligations, who need a credible, evidenced plan before the conversation with creditors turns from forbearance to enforcement. The plan sets out what the business can service, what has to change, and by when.

Creditors and financial institutions

Institutions holding exposure to a stressed company, who need an independent view of what it can realistically repay under each recovery scenario — and how that compares with the alternatives. The creditor analysis and scenario waterfall are built to be read by a credit committee.

Investors

Special-situation and turnaround investors evaluating an entry: the indicative value of the business under a credible plan, what capital it needs and when, which units carry it and which drain it, and the conditions under which the recovery holds.

Promoters

Promoters seeking to protect the enterprise and their position in it, who need to enter negotiations with evidence rather than assurances. The plan gives them a defensible proposal, tested against downside scenarios before a counterparty tests it for them.

What the plan contains

Financial modelling

An integrated profit-and-loss, balance-sheet and cash-flow model with a monthly liquidity view, an obligations schedule and the covenants that bind — the engine every scenario runs on, and the reason the numbers reconcile under scrutiny.

Creditor analysis

A creditor map by class, security and ranking; exposure and maturity by counterparty; and a recovery waterfall under each scenario. Each creditor class sees where it stands under each option — the basis of any negotiated outcome.

Operational restructuring

Business-unit analysis on contribution and capital tied up; cost-base reset; asset rationalisation — what to hold, sell or close; and working-capital release. The operating changes that make the financial restructuring hold.

Cash-flow and debt restructuring options

Reprofiling of obligations — moratoria, tenor extension, sculpted repayment, conversion or settlement — modelled against the cash the business can generate under each scenario, so that what is proposed to creditors is what the model can carry.

Scenario planning

Base, downside and recovery cases; going-concern against orderly exit for each unit; sensitivity on the assumptions that decide survival. The plan shows where the margin of safety lies and at what point each path fails.

Implementation strategy

A sequenced plan — the first 100 days and beyond — with owners, milestones, governance and the monitoring creditors will ask for. A turnaround that cannot be executed is not a turnaround; this section is what makes the plan actionable.

Specifications

How the engagement runs

Applicable to Companies under financial stress · Creditors and financial institutions holding exposure · Special-situation and turnaround investors · Promoters preparing for negotiation · Boards seeking an independent recovery assessment.
Confidentiality A non-disclosure agreement precedes any data. Working files are held in an access-controlled repository and the engagement is not disclosed or referenced without your written consent.
Team One senior adviser leads the engagement and remains your single point of accountability, drawing on financial-modelling, sector and operational input as the case requires.
Kick-off Confidential scoping call → data request list → written scope alignment within one working day of the call. The scope names the decision the plan must support — a negotiation, an investment, a board resolution — so the analysis serves it.
Methodology Reconstruction of the liquidity position and creditor map from your records; an integrated financial model; business-unit and cost-base analysis from management information; restructuring options modelled against generated cash; scenarios stress-tested on the assumptions that decide survival. Every assumption is documented and sourced.
Deliverable A comprehensive plan, not a projection sheet — the complete Corporate Restructuring / Turnaround Plan as a signed PDF: an executive summary a board or credit committee can read in minutes, the model outputs, creditor analysis, operational restructuring, scenarios and the implementation strategy behind it. Supply of the working model file is agreed in the scope.
Timeline 20 calendar days from commencement for the standard scope — the day the booking instalment and the data on our request list are both in hand. Complex and exchange-listed cases are given their own schedule on the scoping call. A draft is shared for your review before the final plan is issued.
Payment Three equal instalments — on booking, on sharing of the liquidity position and creditor map, and on sharing of the draft plan. A GST tax invoice is issued on receipt of each payment.
Fee basis The fee shown is the base professional fee for a standard scope: a single unlisted operating company with one set of accounts and a small number of creditor classes and business units. Where the case is complex — an exchange-listed company, many creditor classes or business units, a group structure, or a formal process running alongside — the fee is quoted after the scoping call, up to ₹48,00,000, with its own timeline.
Post-delivery Responses to questions from your board, creditors, investors or advisers on the plan, and one round of revisions to the same document where the position or the data has changed — both within 60 days of delivery. Further revisions, or an updated plan as the position moves, are quoted on request. Representation in negotiations is a separate engagement, scoped on request.
Frequently asked

Frequently asked questions

If yours isn't here, ask on the scoping call — everything discussed there is confidential.

What is a corporate restructuring or turnaround plan?
A corporate restructuring or turnaround plan is the document that answers one question for a company under financial stress: how does this business survive, and on what terms? It reconstructs the true liquidity position, maps every creditor by class, security and ranking, models what the business can generate under base, downside and recovery scenarios, sets out the operational changes and the reprofiling of debt and other obligations that make survival possible, and sequences the implementation.

It is not a set of projections. Projections describe a hoped-for future; a restructuring plan tests every route to it, shows where each fails, and gives the parties who must agree — creditors, investors, promoters, the board — a common basis for agreeing.
When should a company commission one?
Earlier than most do. The signs are familiar: a liquidity squeeze that recurs at month-end, overdue obligations, covenant pressure, creditors asking for information more often, delayed statutory payments, a business unit that consumes cash the rest of the company earns. A plan commissioned at that stage keeps options open — reprofiling, asset sales, new capital, an orderly exit from a unit.

A plan commissioned after enforcement has begun is still valuable, and is often the document a negotiated outcome, or a proposal within a formal process, is built on — but by then the range of outcomes is narrower and the pressure on time is greater.
Who is the plan for — the company or its creditors?
Either, and sometimes both. The engagement is independent of the outcome: we are engaged as independent restructuring consultants to establish what the business can carry and how it can be restored, not to argue one side's case. A company commissions it to enter negotiations with evidence; a creditor or investor commissions it for an independent view of recovery under each scenario. The plan is written so that every party can read it against their own position.
What does the plan contain?
Executive summary and recommended route · Reconstructed liquidity position and obligations schedule · Integrated financial model (profit and loss, balance sheet, monthly cash flow) · Creditor analysis: creditor map by class, security and ranking; recovery waterfall by scenario · Business-unit analysis, cost-base reset, asset rationalisation and working-capital release · Restructuring options for obligations, modelled against generated cash · Base, downside and recovery scenarios with sensitivity · Risk matrix · Implementation strategy: the first 100 days and beyond, owners, milestones, governance and monitoring.
Does the engagement include negotiating with creditors?
The plan is built to be negotiated around: the creditor analysis, the scenario waterfall and the reprofiling options are the material each party needs at the table. Representation in the negotiations themselves — attending meetings, drafting proposals, responding to counter-proposals — is a separate engagement, scoped and priced on request once the plan exists.
How does the plan relate to a formal insolvency or resolution process?
The plan is prepared to stand up in a negotiated restructuring. It is not a resolution plan under the IBC and does not substitute for one; where a formal process is running or contemplated, the reconstructed position, creditor analysis and scenarios are the financial groundwork such a plan draws on. Where a formal process is running or contemplated, we coordinate with your legal advisers; the plan is a financial and operational document, and legal advice on the process itself is theirs to give.
How is this different from a DPR, a TEV Report or a Feasibility Study?
Those three documents serve a decision to build or invest in something new: a feasibility study decides whether, a Detailed Project Report sets out how, and a TEV Report appraises a defined project for the institutions that assess it. A restructuring or turnaround plan serves a company that already exists and is under stress. Its starting point is the actual position — obligations, creditors, cash, units — and its question is survival and recovery, not launch.
How is confidentiality handled?
A non-disclosure agreement is signed before any data is exchanged. Working files are held in an access-controlled repository; access is limited to the engagement team. The engagement is not disclosed, referenced or used as a credential without your written consent. Where the company is exchange-listed, we work within its code of conduct for unpublished price-sensitive information, and the arrangements are recorded in writing at the outset.
How much does a restructuring or turnaround plan cost?
The fee shown on this page is the base professional fee for a standard scope, payable in three equal instalments — on booking, on sharing of the liquidity position and creditor map, and on sharing of the draft plan — with a GST tax invoice issued on receipt of each payment.

Restructuring work scales with complexity. The standard scope is a single unlisted operating company with one set of accounts and a small number of creditor classes and business units. Where the company is exchange-listed, has many creditor classes or business units, sits within a group structure, or has a formal process running alongside, the professional fee is quoted after the scoping call and can rise to ₹48,00,000, with a correspondingly longer timeline. You will know the fee and the schedule before you commit.
How long does it take?
20 calendar days from commencement for the standard scope — the day the booking instalment and the data on our request list are both in hand — with the liquidity position and creditor map shared first and a draft plan for your review before the final is issued. Complex and exchange-listed cases take longer; their schedule is agreed before you commit.

Who this engagement is for

Mid-market companies, promoter-side

Owner-managed and closely held companies where the promoter is the one commissioning the plan and will be the one executing it. The work is done for that reader, not for a creditor committee, and it says what the promoter has to decide rather than what a process requires.

Early, while the options are still open

The plan is most valuable before a formal process narrows what can be done — while operational, structural and negotiated options all remain available. A turnaround plan commissioned once matters are formally under way is working inside constraints that were avoidable a quarter earlier.

Where the question is operating, not procedural

Cost structure, working-capital cycle, product and customer profitability, asset utilisation and the shape of the balance sheet — the levers a management team can actually pull, quantified and sequenced with the cash impact of each set against the effort it takes.

What this engagement is not

It is not a formal insolvency process appointment, and it does not act in one. Where a statutory process is the right answer, that is said plainly and the engagement hands over to the professionals that process requires.

Survival is a plan, not a projection.

One confidential scoping call establishes the position, the parties and the decision the plan must support. We will say plainly what the engagement involves and what it will cost — before you commit.

Book a confidential scoping call

The standard this engagement runs to

Scoping, deliverable definition and closure follow ISO 20700, the international standard for management consultancy services — so what this engagement covers, what you receive and when it is complete are all agreed in writing before work begins.