When a management team saw an opportunity to acquire the assets of a bankrupt company and restart the business under new ownership, they needed more than a financial advisor. They needed someone who could move fast, build the financial case for lenders and equity partners, and have a functioning finance operation ready on day one.

The work started before the deal closed. Valuation analysis for the asset purchase negotiations gave the team a defensible number and a clear view of what they were actually buying. Financing proposals went to banks and private equity partners with full modeling behind them — working capital needs, cash flow through the transition, and a credible path to profitability. The story had to hold up to scrutiny because the business had just failed under previous ownership.

Once the deal was signed, the clock started. A 100-day plan laid out exactly how the finance function would be built — accounting systems, internal controls, reporting cadences, and stakeholder communication — all established from scratch with no legacy infrastructure to lean on. Working capital was modeled week by week through the transition period so there were no cash surprises during the most vulnerable stretch of the business's life.

Quick-win profitability improvements were identified early and implemented fast. Milestone-based performance metrics gave ownership and any outside partners a clear, objective read on whether the turnaround was on track.

The engagement started intensive — 30+ hours per week during the acquisition and stabilization phase — and transitioned to a normal retainer once the business was on solid footing. The structure matched the risk: heaviest presence when the stakes were highest.