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Fort Lauderdale, FL, USA Strategy, M&A
Manager
10 years experience
  • Operational Turnaround
  • Business Strategy
  • Project Management
  • Process Improvement
  • +5
Hire Jared
Washington D.C., DC, USA Strategy, M&A
Manager
12 years experience
  • Operational Turnaround
  • Financial Modeling
  • Business Strategy
  • M&A
  • +8
Hire Edwin
Budapest, Hungary Strategy, M&A
Associate
3 years experience
  • Operational Turnaround
  • M&A
  • Business Development
  • Financial Analysis
  • +6
Hire Bence
New Delhi, Delhi, India Strategy, M&A
Senior
11 years experience
  • Operational Turnaround
  • Financial Modeling
  • Business Strategy
  • M&A
  • +6
Hire Ankur
Berlin, Germany Strategy, M&A
Associate
5 years experience
  • Operational Turnaround
  • Financial Modeling
  • Business Strategy
  • M&A
  • +5
Hire Simon
Lisboa, Portugal Strategy, M&A
Manager
9 years experience
  • Operational Turnaround
  • Financial Modeling
  • M&A
  • Corporate Finance
  • +3
Hire Joao
Paris, France Strategy, M&A
Associate
6 years experience
  • Operational Turnaround
  • Financial Modeling
  • Business Strategy
  • M&A
  • +8
Hire Christian
Spain Strategy
Associate
2 years experience
  • Operational Turnaround
  • Financial Modeling
  • Business Strategy
  • Business Development
  • +3
Hire Ferran
Our operational turnaround consultants help firms evaluate the need for a turnaround and when necessary, help develop models that allow resources to be reallocated and eventually restart operations for greater efficiency.

Fintalent is the fastest way to get hyper-specialized M&A talent

Talent with experience at

Frequently asked questions

What clients usually engage your Operational Turnaround 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 Operational Turnaround 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 Operational Turnaround professionals, highly specialized within their domains. We have streamlined the process of engaging the best Operational Turnaround talent and are able to provide clients with Operational Turnaround 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 Operational Turnaround professionals, speak over 55 languages, and have professional experience in all geographical markets. Our Operational Turnaround 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 Operational Turnaround consultants have experience in leading firms as well as interfacing with clients and wider corporate structures and management. What makes our Operational Turnaround 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 Operational Turnaround 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 Operational Turnaround 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.

We are a community-based M&A staffing platform.

With our platform, you can fill full-time M&A roles, or staff your team with a Operational Turnaround expert when you need an extra hand.

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Hire the best talent for your Corporate M&A team. Our platform approach gets you in front of the right candidates, incredibly fast.

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Everything you need to know about Operational Turnaround

What is an Operational Turnaround?
An operational turnaround is when a process goes from working for a limited time, then stops for some period of time to allow resources to be reallocated and eventually begins up again after the needed reallocation has taken place. The process is usually described by Fintalent’s operational turnaround consultants as ‘disconnecting the process from its loop’ (because it’s disconnected from whatever it was originally doing) which causes the stoppage during resource reallocation until the next iteration starts up again.

Turnaround is one of the most important things for any company’s success. It is important because it keeps units running and productivity going up, not down. The following are some steps you can take to avoid turning your business into one with operational turnaround:

  • Improve communication
  • Evaluate your metrics frequently
  • Payment systems should be established and paid for properly
  • Make sure equipment maintenance is timely and accurate
  • Research and implement new procedures before they cause problems in production facilities.

Many companies have problems with operational turnaround in one way or another. There are still several companies that do not pay their vendors on time. Operations departments often try to save money by purchasing equipment at a lower quality level, thus cutting costs and the final product is of poor quality. This can lead to a major problem, losing customers, which would turn the business around. The more you are able to avoid operational turnaround, the greater your business can become.

Operational turnaround is one of the main reasons for losing a business. With this turnaround, equipment is not maintained and it begins to have problems that cannot be fixed in time. If this happens, the companies lose their customer base and are turned around. This is why it is important to do something about operational turnaround before it happens to you or your company.

Aside from the obvious, there are a few things to keep in mind before you begin a recovery.

  1. Evaluate your process and technology.
  2. Identify the problems that your process is experiencing.
  3. Assess your current situation and decide what action you will take to remedy it.
  4. Determine how the process will actually work after complete recovery (if there is one).
  5. Create a plan for operating your processes with those new conditions in mind so that you can essentially bring back your process to where it was last time you were (or was supposed to be) running effectively and efficiently with all of its parameters intact (e.g., status, permissions, etc. ).
  6. Execute your plan.
  7. Re-assess the situation and take any necessary steps to change your plan or make it more energy efficient as needed, if any of your plans fell short.
  8. Repeat until you achieve your goal (or you realize it is impossible).
  9. Recover gracefully to an orderly shutdown, if possible (I will talk about how to do that in a later article).
  10. After a corporate turnaround, you will have the time to implement new processes and even re-architecture some parts of your IT infrastructure such that other “new” types of operational patterns can be abstracted from their old ones and disposed of if need be.
  11. Re-evaluate your process, technology, and all other aspects of your business and IT environment as you continue to learn more about it.
  12. Most importantly, evaluate your organizational structure, policy and processes as well as your team itself so that you can make changes to how things work within the organization to get it running in a more efficient and effective manner for the future.
  13. Be sure to have a well laid out plan with as much detail as possible including project management/tracking and status reports for the people in charge of making sure it all goes according to plan.
  14. Finally, be sure that you’ve tested your new processes and procedures (even simulated them if possible) so that you can be sure that they work properly once put into production.

Looking for a different skillset?

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Case studies

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»Inorganic growth is a big part of our strategy. We were looking for a global partner to help us with our buy-side M&A projects, and found Fintalent. From first contact to project start took less than 2 weeks. The quality of talent is exceptional. Now, we’re already talking to potential targets.«

Bart van Acker
Bart van Acker
CEO, QbD Group

»Our Fintalent was incredible. He always went a layer deeper. We now consider Fintalent a partner on all our new projects.«

Tiara Letourneau
Tiara Letourneau
CFOO, Rewrite Capital

»We needed a VP of Finance / CFO profile to help put our fast-growing FinTech on the right track. Fintalent delivered more targeted profiles than I could have ever imagined, and they did it super fast. We’ve now hired our Fintalent full-time!«

Giacomo Ficari, Lifepal
Giacomo Ficari
CEO & Co-Founder, Lifepal