Finance Consulting · Govern
We work on restructuring with realism, starting from short-term liquidity because without cash visibility no option can be properly assessed. From there we assess honestly which parts of the business are viable and which are not, and set out the financial and operational options with their consequences for each stakeholder. Lender and stakeholder discussions are supported with analysis they can trust, and delivery against the plan is monitored rather than assumed. It matters because restructuring tends to fail when difficult truths are deferred, and almost always begins with a thirteen-week cash forecast that tells everyone where they actually stand.
In short
Financial restructuring addresses unsustainable debt, cost structure or operations to restore viability. It is advisory and financial work; formal insolvency processes require licensed insolvency professionals.
Start a conversationWhat we do
We establish the short-term cash position and secure the immediate liquidity that buys time to act. Until the business knows precisely how much cash it has and for how long, every other decision is guesswork. A reliable thirteen-week forecast is almost always the first deliverable and the foundation for everything that follows.
We assess honestly which parts of the business are viable and which are not, including the parts nobody wants to question. Restructuring fails most often when a loss-making unit is protected because it is familiar rather than because it is sound. Facing that assessment squarely is what makes the rest of the plan credible to lenders.
We set out the financial and operational options with their consequences spelled out for each stakeholder. Lenders, shareholders, suppliers and employees are affected differently by each route, and a workable plan accounts for all of them. Laying the options out this way is what allows a negotiated outcome rather than an imposed one.
We support the lender and stakeholder discussions with analysis they can rely on, and monitor delivery of the plan afterwards. Credibility in a restructuring is built on meeting the numbers you committed to, week after week. Monitoring keeps the plan honest and sustains the confidence the business needs while it recovers.
What you receive
Documented output your teams keep and can act on without us in the room.
When this work helps
How an engagement runs
Understand the decision, the financial context, and how finance currently operates. We establish exactly what question the engagement must answer, so a business-case review and a process redesign are not confused with one another.
Review the case, processes, controls, and reporting against what the organisation needs to rely on. We report where the numbers and processes are dependable and where they rest on assumptions that will not hold under pressure.
Set out the financial approach, process design, control set, and reporting model. Definitions, ownership, and controls are documented so the improvement does not depend on us remaining involved.
Support implementation, then track cost and benefit against what was approved. We measure realised value against the criteria agreed at the outset, so the decision is held to account rather than forgotten.
Where we work
Fidova provides finance consulting from Delhi, India, and works with organisations internationally, including group structures with entities, currencies, and reporting obligations in more than one country.
Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end, with on-site time planned where a phase genuinely benefits from being in the room.
Related services
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Accounting advisory addresses complex accounting treatment, policy choices and the application of reporting standards. It supports the position taken; preparation and audit sign-off remain with management and the auditors.
Questions
Straight answers to what buyers ask us before an engagement begins.
Enquiries
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Prefer email? contact@fidovaadvisory.com
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