When liabilities
outrun cash flow
The window in which an owner can still make their own decisions is short — after that, creditors and the court start making them instead. Here I work out where you stand on that timeline, how much time is left and what can still be done. I work on both sides — for debtors and for creditors — but never in the same case.
Crisis management
Financial diagnostics
Where all crisis work starts: numbers instead of gut feeling.
- Solvency and stability ratios
- The point at which liabilities stopped being covered by assets
- How much runway is left before the point of no return
Recovery programme
A recovery plan, not a wish list: what exactly to do and in what order.
- Cash-flow management and payment priorities
- Cutting costs without breaking operations
- Scenarios for 3, 6 and 12 months
Working with creditors
A schedule the business can actually sustain usually beats litigation.
- Debt restructuring and instalments
- Negotiations with creditors: with a model in hand, not by feel
- Stress-testing the schedule before you sign it
The creditor's view
If it is your debtor heading into insolvency — an economic read on what to expect.
- Analysis of the debtor's financials
- Estimated recovery given the statutory priority of claims
- What to look for in the case documents
Preparing for insolvency
If bankruptcy cannot be avoided, it is better to enter it prepared.
- Restoring the books and assembling the documents the administrator will request
- What the administrator's financial analysis will show
- Timelines, roles and procedure — without illusions
Numbers for a dispute
The economic side of your position: figures your lawyers rely on.
- Calculation of losses and lost profit
- Analysis of financial indicators and trends
- An explanatory note: the calculation is economic; your lawyers submit it to court
The earlier, the wider the choice. While the cash gap is manageable, instalments, restructuring and negotiations all work. Once arrears become systemic, fewer options remain and some decisions pass to creditors and the court.
My part here is economic: diagnostics, modelling, the plan and the negotiations. Legal support of formal procedures is handled by lawyers — I will tell you at which point you will need it. I am not an insolvency administrator and exercise no powers under the insolvency law.
If the parties need a neutral intermediary, the mediation must be run by another mediator: advising one side and mediating the same dispute is prohibited.
Not sure this is your stage yet? Describe the situation in two paragraphs — I will tell you how much time you have and what can still be done.
Describe your situationThe other five tasks
Mediation
Dispute resolution with a neutral intermediary — before court or alongside it. Faster and cheaper than litigation.
03 / 06Business value
What a company or stake is worth, what drives the number, and what to check before buying.
04 / 06Career strategy
For executives at a turning point: profile diagnostics and workable scenarios for the next step.
05 / 06Recruitment
From line staff to engineers and mid-level managers. Volume flow, targeted search, project teams.
06 / 06Training
Seminars and corporate programmes: money, negotiations, disputes, business value and hiring — on your cases.
Describe the task
in your own words
Write what is going on: you need a person, negotiations have stalled, you are weighing a move or a sale of the business, the cash flow does not add up. I will reply within one working day: what I can help with, how long it takes and the rough order of the price — or tell you straight if the task is not mine.
All messengers work on this number. Write by email or call — whichever suits you. The first conversation carries no obligations and no invoice: first we find out whether working together makes sense. There is no price list, because the price depends on scope, not on the service name; I give the order of magnitude in my first reply, before any work starts.
Follow. I write about the work, case breakdowns and what is going on around. Subscribe if you want to follow — for business, email or phone works better.
