Hire best-in-class Turnaround Management consultants & experts

Our invite-only community connects the world’s top
Turnaround Management specialists to projects that need execution, now.

Ready in 48 hours.

merger and acquisitions recruitment platform
Selected clients and partners

The world's largest network of Turnaround Management consultants

Our Fintalents serve clients in North America, LATAM, Europe, MENA, and APAC.

Talent with experience at
World Map

Hire your Turnaround Management consultant in 48 hours

Fintalent is the invite-only community for top-tier independent M&A consultants and Strategy professionals. Hire global freelance M&A consultants and Strategy experts with extensive experience in over 2,900 industries. Our platform allows you to build your team of independent M&A advisors and Strategy specialists in 48 hours. Welcome to the future of Mergers & Acquisitions!

Sergi

Freelance M&A consultant

Barcelona, Spain
7 years experience

Udayan

Freelance M&A consultant

New York, United States
10 years experience

Ferhat

Freelance M&A consultant

Switzerland
5 years experience

Uhriel

Freelance M&A consultant

United States
12 years experience

Lee

Freelance M&A consultant

Vietnam
4 years experience

Why should you hire Turnaround Management experts with Fintalent?

Trusted Network

Every Fintalent has been vetted manually.

Ready in 48h​​​

Hire efficiently. Your M&A team is ready in 2 days or less.​​​​

Specialized Skills​

Fintalents are best-in-class - and specialized in 2,900+ industries.​

Code of Ethics​​

We guarantee highest integrity and ethical principles.​​​

Frequently asked questions

What clients usually engage your Turnaround Management Consultants?

We work with clients from all over the world. Our clients range from enterprise and corporate clients to companies that are backed by Private Equity or Venture Capital funds. Furthermore, we work directly with Family Offices, Private Equity firms, and Asset Managers. Most of our enterprise clients have dedicated Corporate Development, M&A, and Strategy divisions which are utilizing our pool of Turnaround Management talent to add on-demand and flexible resources, expertise, or staff to their in-house team.

How is Fintalent different?

Fintalent is not a staffing agency. We are a community of best-in-class Turnaround Management professionals, highly specialized within their domains. We have streamlined the process of engaging the best Turnaround Management talent and are able to provide clients with Turnaround Management professionals within 48 hours of first engaging them. We believe that our platform provides more value for Corporates, Ventures, Private Equity and Venture Capital firms, and Family Offices.

Our Hiring Process – What do ‘Community-Approach’ and ‘Invite-to-Apply’ mean?

‘Invite-to-Apply’ is the process by which we shortlist candidates for the majority of projects on our platform. Often, due to the confidential nature of our clients’ projects, we do not release projects to our whole platform but using the matching technology and expertise of our internal team we select candidates who are the best fit for our clients’ needs. This approach also ensures engagement with our community of professionals on the Fintalent platform, and is a benefit both to our clients and independent professionals, as our freelancers have direct access to the roles best suited to their skills and are more likely to take an interest in a project if they have been sought out directly. In addition, if a member of our community is unavailable for a project but knows someone whose skill set perfectly fits the brief, they are able to invite them to apply for the role, utilizing the personal networks of each talent on our platform.

Which skills and expertise do your Fintalents have?

The Fintalents are hand-picked and vetted Turnaround Management professionals, speak over 55 languages, and have professional experience in all geographical markets. Our Turnaround Management consultants’ experience ranges from 3+ years as analysts at top investment banks and Strategy consultancies, to later career C-level executives. The average working experience is 6.9 years and 80% of all Fintalents range from 3-12 years into their careers.

Our Turnaround Management consultants have experience in leading firms as well as interfacing with clients and wider corporate structures and management. What makes our Turnaround Management talent pool stand out is the fact that they have technical backgrounds in over 2,900 industries.

How does the screening and onboarding of your Turnaround Management talent work?

Fintalent.io is an invite-only platform and we believe in the power of referrals and a closed-loop community. Members of our community are able to invite a small number of professionals onto the platform. In addition, our team actively scouts for the best talent who have experience in investment banking or have worked at a global top management consultancy. All of our community-referred talent and scouted talent are subject to a rigorous screening process. As such, over the last 18 months totaling more than 750 hours of onboarding calls, of which only 40% have received an invite-link after the call.

What happens if I am not satisfied with my Turnaround Management consultant’s work?

During your initial engagement with a member of our Fintalent talent pool with no risk. If you are not satisfied with the quality of your hire for any reason then we are able to find a replacement at short notice. There is no minimum commitment per project, but generally projects last at least 5 days and can last 12+ months.

Everything you need to know about Turnaround Management

Turnaround management refers to tools and resources that companies can use when they are in a financially distressed state or experiencing a sizable increase in income. This brief article will discuss the various ways turnaround management is implemented and what types of companies might need certain processes implemented.

Turnaround Management Processes:

Forecasting- Forecasting is a process that forecasts how much revenue coming into the company will impact the bottom line. It uses historical data paired with predictive analytics to project financial metrics for future periods which helps firms identify trends. In addition, it’s used to establish what levels of non-performing assets could mean for profitability come five years from now. The benefit of this process is that it can help companies make the most of current conditions and reduce the risk of coming short on revenue targets.

Liquidity Management- Liquidity management is a process that involves planning ahead for times when cash will be scarce. This process helps firms forecast cash flow into and out of their system based on certain event cycles. It also involves establishing criteria for when funds should be deployed to certain projects or initiatives, as well as determining what short-term financing techniques will be necessary to keep business running smoothly. The benefit here is that it allows businesses to operate with a much greater degree of certainty in times where they may not have much going for them financially speaking.

Inventory Management- Inventory management is a process that involves forecasting future demand for inventory based on historical data from previous years. This allows a business to determine the most efficient way to replenish supply in a timely manner. In addition, it can provide clues into how much inventory to acquire in advance of product orders being fulfilled. The benefit here is that it helps firms stay ahead of demand and makes sure that they have enough supply in their warehousing facilities when products are shipped or otherwise need to be manufactured. Some companies may prefer to forecast demand over weeks, months or even quarters in order to be able to better forecast cash flows.

Accounts Receivable Management- The accounts receivable management process is used to determine how much money is owed to a business and how much can be reasonably collected. By using predictive analytics, firms identify patterns in customer behavior and make assumptions about their ability to pay off what they owe. This helps companies better manage their cash flow and collection policies and can also help boost their bottom line by lowering write-off rates and increasing the amount of revenue that ends up getting invested back into the business.

The Development of Turnaround Management:

Turnaround finance was first developed as a concept in the late 1980s when it became clear that businesses were facing issues due to poor financial controls. Policies were implemented to help firms shore up their financial controls, as well as provide assistance in preparing for the next accounting period. The methods used by turnaround management were later expanded to include best practices from other sectors such as technology and manufacturing. In recent years, these concepts have evolved into a larger set of tools that can be used by management teams looking to improve efficiency and increase profitability.

Turnaround Management: An Overview:

Turnaround management is a collection of strategic and tactical measures that companies can use when they’re facing financial distress or need to boost their revenue over the short term. This involves everything from improving internal financial controls, implementing new business processes and making important personnel decisions to identify new revenue streams. These measures are meant to provide the company with everything they need to maintain meaningful operations, while also freeing up resources so company leaders can focus on areas where they can make the most profit.

The first step for implementing turnaround management is understanding what constitutes a pure turnaround and what makes it different from other forms of financial distress. Pure turnarounds occur when the operating costs of a company exceeds its revenues, and can be brought back under control through strategic restructuring and negotiation tactics. This typically involves initiating budget cuts that lead to layoffs or other severe cost reduction measures such as cutbacks in research and development or marketing expenditures related to new product launches. Other times, a company may choose to accept a smaller profit margin in order to maintain steady levels of cash flow. The need for financial distress may also be temporary, and firms can regain their footing relatively easily by implementing a turnaround management process.

Once a firm has decided on a strategy of how to achieve its turnaround goals, it needs to begin implementing policies and culture changes that will allow it to better convert its strategies into effective operations. This process involves instituting new programs and procedures throughout the business so that employees know what is expected of them in terms of quality products or services, employee satisfaction, inventory management and cash flow forecasting. It’s important to ensure that managers and employees know exactly what is expected of them and that the necessary steps are being taken to produce the result.

Once these changes have been put into place, it’s time to focus on external factors that can help a business begin turning around its operations. This includes seeking external funding and funding from private and public sources such as venture capital firms and banks, as well as exploring new revenue or cost-saving initiatives through strategic alliances with other companies or by improving sales efforts. It’s also vital to identify both potential cost savings opportunities as well as areas where additional revenue can be generated in order to boost profitability. These steps will help a firm identify ways it can improve its operations without making cuts to essential personnel or cutting popular programs.

Once a company has taken all of these steps, it’s time to turn to areas where it can become more efficient. The company can create stronger internal processes by implementing goal-based feedback from employees as well as providing additional training for those that need it. In addition, companies can also improve production capabilities and streamline inventory procedures though finding ways that reduce the amount of unnecessary inventory that they have on hand.

Summary

In order for a turnaround to be successful, a company needs to commit itself deeply to the plan and remain focused on achieving its goals. This means that a firm must have access to the funds necessary to implement these changes and will likely need substantial levels of support from investors or private investors that are interested in investing in the company. Turnarounds are therefore capital intensive and requires significant planning and expertise to ensure the business does not collapse while embarking on a turnaround. Fintalent’s Consultants and Capital Raising Experts can help develop appropriate Pitch Decks, design the best Funding Strategies for businesses embarking on desired turnarounds. These steps will ensure that the firm remains profitable for as long as possible, and our Consutants would also make sure you are aware of all short-term setbacks that could cause financial distress.

Looking for a different skillset?

Hire related Fintalents

Case studies

Want to become a Fintalent?

Hire the best Turnaround Management specialists in 2,900+ industries

Fintalent is the invite-only community for top-tier M&A consultants and Strategy talent. Hire global Turnaround Management consultants with extensive experience in over 2,900 industries. Our platform allows you to build your team of independent Turnaround Management specialists in 48 hours. Welcome to the future of Mergers & Acquisitions!