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Coming through a crisis. A situation stabilised quickly, decisions on record

“Cash is getting tight.”

You discover your cash position at month end instead of forecasting it. Payroll, tax and bank deadlines come back to the table every week. The plan shown to the bank no longer holds, and you are carrying a situation you cannot yet share.

Need to talk now? Call me on +33 6 74 86 88 70, or message me on WhatsApp. What you tell me stays confidential: I repeat it to no one without your consent, unless the law requires it. I’ll sign a non-disclosure agreement if you wish.

Call nowAll the ways to reach me

What I do

  1. 01

    a decision point every day

    I set up the crisis cell. A small decision group, a short meeting at a fixed time, decisions in writing, an owner and a date for every action.

  2. 02

    13 weeks

    I set up the 13-week cash flow plan. Receipts and payments week by week, reviewed every week against what actually happened. Thirteen weeks is a quarter: short enough to stay reliable, long enough to see VAT, loan repayments and large supplier payments coming.

  3. 03

    I build the turnaround plan. Receivables, stock, suppliers, costs, activity, funding: each lever is costed, with its effect on cash and its lead time. You decide, I make it hold.

  4. 04

    I prepare the files with your advisers. A request to spread tax and social security debts (CCSF), or an out-of-court procedure: the files are prepared with your lawyer and your accountant, on reliable, up-to-date figures.

  5. 05

    I prepare the communication. Teams, bank, shareholders, key customers and suppliers: who says what, when, with which figures.

What you get

  • A crisis cell and its decision log
  • The 13-week cash flow plan, reviewed every week
  • The turnaround plan, lever by lever
  • The CCSF or out-of-court procedure files, prepared with your lawyer and your accountant
  • The communication plan

Targets

  • 30-day target: A 13-week cash flow plan kept every Friday from the third week.
  • 30-day target: A crisis cell meeting for 15 minutes every day, with its decision log.
  • From my track record: In 2020, my club had to close overnight by government order, and it held on.Business owner

A target is something to aim for, not a promise: it is measured in your business, from your own baseline.

Format

Crisis intervention, with a decision point every day

Full or part-time presence during the acute phase, then a weekly review until the situation is stable. Before each stage, you receive its scope, duration and cost in writing (an email is enough): under pressure, you know what you are committing to. In an emergency, everything happens within 2 hours: a phone conversation, then an intervention contract sent by email, ready to sign; I step in as soon as it is signed.

From my track record

What I bring to a crisis comes from real ground:

  • The Walt Disney Company: Remediation plans after major incidents, on an ERP and a WMS in live operation.
  • TotalEnergies: Crisis communications and post-go-live support for critical go-lives, with a daily steering committee.
  • Business owner: The premium sports club I ran: closed in 2020 by government order, it held on.
Read the assignment file: Committees that decide, and go-lives with no room for error TotalEnergies · since 2025
  • Governance
  • Portfolio
  • Strategic reviews
  • Go-live
  • Contracts and SLAs

Committees that decide, and go-lives with no room for error

Assignment delivered for:
TotalEnergies
Period:
since March 2025
Roles held:
PMO / PM and programme director, infrastructure

The stakes

Make a department’s portfolio readable for leadership, turn its committees into places where decisions are made, and deliver critical go-lives.

What I was responsible for

  • Organising and running the committees of the department and its units, recording decisions and following them through.
  • Consolidating materials for strategic reviews.
  • The portfolio: roadmaps, capacity plan, indicators, data quality in portfolio tools.
  • The go-live of critical projects: daily steering committee, critical path, mitigation and rollback plans, critical test sign-off, checklist, crisis communications, post-go-live support.
  • Support for the department’s project managers, and their onboarding and offboarding.
  • Supplier contracts: vendor selection, negotiation of the build and run scopes, SLAs, a quality assurance plan and a security assurance plan, so that penalties or refunds could be claimed, or a contract exited.

Result

A success: critical go-lives delivered, committees that decide and decisions followed through to execution, with a go-live process that has its tools (criteria written in advance, checklist, rollback plan).

The lesson

A critical go-live is decided before the day. Criteria written in advance, a rollback plan ready, a daily committee in place.

Related service: Project leadership

See the four references

To start this week

To be precise

I don’t present myself as a turnaround specialist. I bring the discipline of running work under pressure, learnt in major groups, and the experience of a business owner who came through the pandemic.

What I don’t do

  • I am not a lawyer, an accountant, a court-appointed administrator or a creditors’ representative. Court-ordered mandates remain the work of those officers; I work at your side, with your lawyer and your accountant.
  • I don’t provide funding.
  • I don’t promise to save a company. I commit to serious management, reliable figures and a plan that is kept.

A call, then a plan

A first conversation by phone, then the crisis cell, full or part time. You decide at every stage, and what you tell me stays confidential, unless the law requires otherwise.

Contact meCall now

A complimentary first conversation by phone, in confidence, within 48 hours.

Or call me on +33 6 74 86 88 70, or message me on WhatsApp, or email contact@thgconseil.fr.

Rapid assessment