When the inflection point is now.
Stagnation deconstructed. Operations restructured. Capital reset. We move fast, decide hard, and turn the curve before it sets.
Turn is the mode for the company that is one quarter from a covenant breach, two from a board change, or six from a serious loss of position. The diagnosis is usually known to the principal — what is missing is the senior operator willing to take the seat and run the decisions.
Conventional consulting is too slow for this. A new permanent hire is too late. Xelyr partners are typically embedded inside ten working days, with decision authority inside a defined scope. The cost of inaction is the comparison; the cost of the partner is not.
Five types of intervention. One operating posture.
Operational turnaround
Sales force assessment. Operations diagnosis. Procurement and inventory reset. Cost reduction programmes that hold past the partner's exit. Run from inside, not advised on from outside.
Capital reset
Working-capital rescue, debt restructuring interfaces, divestiture management, carve-out and separation. The financial position stabilised in months, not quarters.
Strategic turnaround
Where the business is intact but the position is wrong: re-segment the market, reset the offering, refocus the asset base. The strategic rewrite that has to ship.
Governance intervention
Where a board has lost grip on its own company: redesign the cadence, install reporting that tells the truth, replace the operating chair if that is what the moment demands.
Interim function leadership
CFO, COO, or unit head taken temporarily by a partner while the permanent hire is found and inducted. The seat is held, not warmed.
A compressed cycle. The partner inside the seat.
Turn mandates run on a faster cadence than Grow or Lead. The diagnosis is short. The decision authority is named early. The handover is documented from day one.
Diagnosis under pressure
Senior partner on the ground inside seventy-two hours. Two-week diagnostic compressed: the operating reality, the financial position, the stakeholder map. The decision-quality conversation with the principal happens before week one closes.
Mandate definition
Scope, authority, reporting line, success criteria. Defined in writing. Signed. The partner takes the named seat at the executive table with decision rights inside scope.
Stabilisation
The bleeding stops. Operating cadence installed. Reporting that tells the truth installed. Stakeholders managed back into a posture where the business has room to recover.
Reset
The structural fix — operational, financial, organisational — designed and run. Capability built inside the client team. Permanent leadership identified and inducted.
Handover and exit
The operating system stays. The partner does not. Documented exit with the permanent leadership inheriting a working company.
A sample of recent Turn work, by introduction only.
Specific mandates are discussed with prospective clients under NDA. The case file below indicates the kind of work without identifying the engagement.
View the mandate archive→If the inflection is now, the conversation is now.
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