Financial diagnosis
An assessment of cash flow, debt structure and operating profitability to identify the source of pressure.
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Practical financial advisory
Financial restructuring and recovery planning
Understand the source of financial pressure and compare workable options for cash flow, debt and operating performance.
Scope and fees are agreed before work begins.
Your financial adviser
Kamen Dimitrov, CFA
CFA charterholder · MBA, Carlson School of Management
What you receive
Debt repayments, working capital or weak margins are constraining the business, and you need a financially tested plan.
Recovery scenarios
A cash forecast and restructuring scenarios showing funding needs, repayment capacity and key assumptions.
Creditor discussion pack
A financial case and action plan for discussions with lenders or other creditors within the agreed scope.
How the work is structured
We agree the question first, then the information, analysis and working deliverables.
01. Define the decision
Clarify the objective, current position, information available and the required working outputs.
02. Analyse and test
Review the data, document the assumptions and compare the material scenarios.
03. Review and agree actions
Discuss the findings, deliver the agreed materials and identify the next decisions.
Preparation and scope
What we need to start
Current cash position, receivables and payables, debt schedules, recent results and any lender or creditor deadlines.
Engagement scope
Financial advisory and scenario preparation. The feasible actions depend on the business economics, creditor positions and information available.
Questions before you start
Is restructuring only for businesses in financial distress?
No. A review can also help when debt maturity, working capital or capital structure no longer fits the operating cycle.
Can a new repayment schedule solve the problem?
It may help liquidity, but it does not fix an unprofitable business model. The analysis separates cash timing from underlying profitability.
Start with the decision you need to make.
Outline the business situation and the question you need to resolve. We can then define the relevant scope and information.
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