MANAGEMENT • PROFIT • SVETLANA TATAUROVA
Turnaround manager: when an owner needs external help
Turnaround manager: when an owner needs external help. A practical walkthrough for the owner: which numbers to check, how to find the cause and choose the next managerial step.
Author: Svetlana Tataurova · Updated: 2026-09-26
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Frame the problem in numbers
Typical starting situation: the internal team cannot cope with declining results. Don’t begin with layoffs, discounts or increased advertising. First fix the comparison period and check liquidity, profit, sales, liabilities and the speed of change. The same external problem can have different causes.
Separate symptom from cause
A drop in the cash balance does not always mean a drop in profit, and rising sales do not guarantee improved unit economics. Reconcile sales, gross profit, fixed costs and cash flow. Then break down the outcome by products, channels, employees or locations — depending on the business model.
Check data quality
Before drawing conclusions, make sure that revenues and expenses are assigned to the correct periods, returns and discounts are accounted for, and metrics for different units are calculated consistently. If figures are compiled manually, spot-check them against source transactions. A management decision based on incorrect data can amplify the problem.
Choose a limited action
A practical next step is to form a short crisis-management loop. Each action should have a responsible owner, a deadline and a performance metric. Do not change prices, advertising, the team and the product at the same time: otherwise it is impossible to understand what actually impacted the result.
Introduce regular monitoring
After any change, compare plan vs actual weekly on a consistent set of metrics. If results deviate, record the cause and the next action. The goal of the management system is to detect deviations earlier and make decisions before the issue turns into a cash shortfall or a crisis.
When an external review is needed
If the owner cannot identify the cause of deviations, the team disputes the numbers or decisions are repeatedly postponed, an independent audit is useful. For an initial review, de‑identified figures on sales, expenses, liabilities, team structure and a description of the main problem are sufficient; bank passwords and clients’ personal data are not required.
Frequently Asked Questions
Where to start if data is limited?
Collect the minimum: revenue, gross profit, fixed costs, cash balance, mandatory payments and accounts receivable for comparable periods.
Is it necessary to implement a complex BI system right away?
No. First define the metrics and the rules for their calculation. Automation is useful after the management logic has become clear.
How quickly can Svetlana assess the situation?
Prepare a description of the business, the main problem, the dynamics of sales and expenses, the team structure and upcoming obligations. This is sufficient for an initial diagnosis.
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