Capabilities
Business Turnarounds
Stabilize, restructure, and return to growth — led by operators who have actually done it, with the right levers pulled in the right order.
Turnarounds run by people who have done it
Few firms have actually turned a company around from the inside. Dr. Paul A. Pereira took a carrier from $50M to $150M in annual profit — and Alton brings that operator's playbook to distressed assets across industries and continents.
Distressed businesses rarely fail on a single axis. They fail on cost, commercial performance, and morale at once. We start with a fast, unflinching diagnostic, stabilize cash, and then reset the cost and commercial levers together — in the right order, so margin recovers without breaking the business that has to grow again.
And because no plan survives a team that has given up, we apply the Three Cs — Culture, Customs, Communication — to get the organization executing again. The goal is never just stabilization; it is a credible path back to durable profit.
Core capabilities
Rapid diagnostic and stabilization
A fast, unflinching read on cash, commercial performance, and cost — then the moves that stop the bleeding in the first weeks, not the first quarter.
Cost and commercial restructuring
Reset pricing, channel, and cost structure together so margin recovers without gutting the customer base or the business that has to grow again.
Leadership and culture reset
Apply the Three Cs — Culture, Customs, Communication — to get a demoralized organization executing again, because no plan survives a team that has given up.
Return to growth
Stabilization is the start, not the goal. We rebuild toward durable profit and a business that can stand on its own once we step away.
Use cases
Carrier and infrastructure turnarounds
Dr. Paul A. Pereira took a carrier from $50M to $150M in annual profit. That operator's playbook is exactly what distressed capital-intensive assets need.
Cross-border restructuring
Turning a business around in an emerging market means navigating culture, currency, and capital constraints at once — work grounded in the Three Cs.
Family-business stabilization
When a family business is in trouble, emotion and operations tangle. Alton brings outside discipline while respecting the family and its legacy.
Liquidity and runway management
An honest read on cash and runway, then the right levers pulled in the right order — across cost, commercial, and capital structure.
Business under pressure?
The earlier we engage, the more options remain. Let our principals give you a candid read on the path back to stability and growth.
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