All businesses experience, as a natural part of their lifecycle the downs as well as the ups. At both ends of this scale, business owners and managers identify a need for change, but often the decision-making process can become irrational as a result of the myriad of other factors which affect the decision-makers at this time.
Often there is an entirely understandable reluctance to take the necessary decisions which the business needs to manage the necessary change. Reluctance leads to delay and delay is the greatest enemy at a time like this, increasing the risk further for the business.
In my career in professional practice I was often called in by stakeholders when it was already too late to effect meaningful change to save a business. My frustration at constantly wishing I had had a couple of extra weeks was a recurring theme.
The accreditation process for The Institute for Turnaround, (“IfT “)of which I am a member, requires candidates to demonstrate real, practical experience of turnaround. I am extremely fortunate to have considerable depth and breadth of such situations from several different vantage points.
My IfT accreditation. My many years of practical experience. My accountancy and insolvency qualifications. My many years of practical experience while working in practice. And my 4 years working in the banking sector give me, I believe, a unique set of skills and experience to support businesses through the turnaround and transformation processes.
