Service // Turnaround
Stabilise. Restructure. Restart growth. Hand back stronger.
Turnaround is a discipline. It requires a chief executive officer who has lived through it, kept the team intact, and proven the return path with real numbers. That is the mandate I take.
- 01.Revenue is declining and the existing team has run out of answers.
- 02.Investor has lost confidence and needs a credible operator inside.
- 03.Cost base is bloated but cutting is hitting customer experience and morale.
- 04.Platform, product and team are misaligned across functions.
- 05.Exit or refinancing requires a return-to-growth narrative with numbers behind it.
- 01.Full P&L ownership. No carve-outs.
- 02.Rebuild of leadership team. Promote, hire, restructure.
- 03.KPI machine. Weekly cadence with named accountabilities.
- 04.Operational simplification across acquisition, retention, product and compliance.
- 05.Platform migration where required, with minimal customer impact.
- 06.Stabilised revenue base and renewed commercial momentum in regulated markets.
- >Forvana Gaming. Full turnaround as CEO of a US-fund-backed iGaming operator. Returned to growth, handed back relaunched.
- >LeoVegas Italy. Relaunched the business and grew revenue €3M to €18M in a year.
- >Tested under pressure outside the office: Swedish Amphibious Corps, multiple Spartan Ultra finishes.
Crisis mandates are usually sourced through hireinterimceo.it, temporarymanager.work and interimceo.it. Specialist turnaround manager networks and Italian-language turnaround aziendale resources like turnaroundaziendale.it are also useful entry points. The fastest path is the contact form on this site.
What is a turnaround CEO and when do you call one?+
A turnaround CEO steps in when the business is losing money, missing plan, or bleeding key people. You call one when the current team cannot make the hard calls fast enough and the runway is measured in quarters, not years.
How quickly can you diagnose the situation?+
Fourteen days for a written, board-ready diagnosis: cash, commercial, cost base, team, tech. Day 15 the plan is on the table. Day 30 the first cuts and hires are already in flight.
Do you handle layoffs and restructuring personally?+
Yes. In a turnaround the CEO carries the difficult conversations. Delegating them destroys trust. I run them with HR and legal, humanely and quickly.
Can a turnaround be done without new capital?+
Often yes. Most of the value comes from cost discipline, pricing, mix and killing loss-making lines. New capital helps but is rarely the first lever.