You cannot fix a company's finances if the business itself falls over in the meantime. Keeping the lights on and the customers served is part of the turnaround, not separate from it.
Protect the core operations
Identify the handful of things the business must keep doing to serve customers and earn — key staff, essential suppliers, critical kit — and protect them fiercely while you restructure around the edges.
Keep customers confident
Customers who sense a wobble may leave, deepening the problem. Deliver reliably, communicate normally, and avoid signalling distress. Steady service buys you the time the finances need.
Sequence the changes
Make financial changes in an order that does not disrupt trading — renegotiate before you cut, plan cover before you lose people. A turnaround that breaks the business it is trying to save has failed.
Stabilising operations gives any financial arrangement, including with us, a base to work from.
We lend only to UK limited companies and LLPs, and the loan is to the company with no director personal guarantee. As business finance outside the consumer-credit regime, it is not covered by the Financial Ombudsman Service or FSCS.
See also: Building a realistic turnaround plan on one page, How to cut costs without cutting capacity, How to support staff through a tough trading patch.