When the business needs more than advice. It needs someone in the seat.
The diagnosis usually exists already. What the company needs is an experienced operator with authority to act, and soon.
What a business in difficulty is facing in Tokyo
Seldom one problem; more often a cluster:
No clear view of cash beyond a few weeks
No one can state with confidence what cash will look like six weeks out, so every decision becomes a bet.
Lenders and creditors losing patience
The main bank and long-standing trading partners want a credible plan, and the last one did not hold.
Staff sense it and nobody says so
Silence hurts more than bad news, and the strongest people leave first.
The founder is too close to it
That is no criticism of them. It is simply why an outsider can help.
We match operators who have steered a business through this before. They take the role, put cash under control, redraw the plan and carry the difficult conversations the founder cannot manage alone, on a services agreement that ends cleanly once the business is stable.
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
Our part in a turnaround
An experienced recovery operator, found by search and given authority to act, with our governance close by throughout.
Frequent check-ins
In a recovery we check in often and flag drift the moment it appears.
Support across every front
Cash, operations and people all move at once, and your executive can draw on our collective of 800+ for each.
A change we lead
If a change is needed, the brief goes back to the collective with us, and we lead the transition.
Matched for composure
A recovery needs someone who steadies people as well as numbers, and we match for that temperament.
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 Tokyo provides operational and executive leadership support. Where a situation requires insolvency, legal, restructuring or regulated financial advice, we work alongside the appropriate specialist advisers.
