Turnaround & interim management for mid-sized companies

Success Stories

The Strategic Merger (Distressed M&A)

SectorConstruction

RegionSoutheast Asia

Size>600 Employees

Path chosenIntegration into the largest client

~70%

of jobs preserved

100%

of projects delivered

The Challenge

A prominent Tier-1 construction firm in Southeast Asia, employing over 600 staff, faced imminent insolvency. Despite a strong order book, the company suffered from severe liquidity gaps caused by low-margin contracts, escalating material costs and late payments. The debt burden had become unsustainable, and traditional refinancing routes were closed due to the company’s deteriorating credit rating. A chaotic bankruptcy would have resulted in the immediate loss of 600+ jobs and the stalling of nationally recognized, prestigious projects.

Our Solution

We assessed the final survival options. Upon analysis, it became clear that a standalone turnaround was not feasible due to the sheer scale of the immediate cash requirement. We shifted strategy to a “Distressed M&A” (Mergers & Acquisitions) approach. We identified that the company’s largest client, a major regional infrastructure developer, had the most to lose from a collapse. A halt in their projects would trigger massive reputational damage for the client.

Execution

01

Rapid Due Diligence

We facilitated an accelerated due diligence process, opening the books to the client after strategic alignment.

02

Negotiation

We structured a deal where the client acquired the construction firm for a nominal sum but assumed specific key liabilities and guaranteed the completion of ongoing projects.

03

Operational Integration

We managed the transition, ensuring that critical project teams remained intact while redundant administrative layers were streamlined.

The Outcome

The company was successfully sold to its largest customer. The acquisition preserved about 70% of the jobs and ensured 100% of the projects were delivered. The construction firm now operates as the in-house construction arm of the developer, free from external debt pressures, turning a potential large scale disaster into a strategic vertical integration.

More success stories

We built our Reputation on the Unconventional!

01Textile/Apparel

+22%productivity in one quarter

The Lean Stitch (Textile & Garment)

South Asia · 1,200 Employees

A legacy garment factory producing fast fashion for Western brands was drowning in overheads. While the order book was full, the factory was losing money on every shipment due to extreme inefficiency, high rejection…

Operational reinvention · Read More »

02Manufacturing (Injection Molding)

3% → 35%margin on the new product line

The “Commodity to Proprietary” Pivot (Manufacturing)

South-East Asia · 200 Employees

A contract manufacturer producing generic plastic components (caps, handles, casings) for the electronics industry was facing a crisis. Their margins were being crushed by cheaper competitors and constant underbidding.…

New purpose: Supplier to brand owner · Read More »

03Hospitality

25% → 55%low-season occupancy within 8 months

The “Seasonality Trap” (Hospitality Restructuring)

Southeast Asia · 150-Room Resort

A family-owned 4-star beach resort was on the verge of bankruptcy. The business model was heavily reliant on high-season European tourists. Rising energy costs meant the resort was bleeding cash for 7 months of the year…

Asset repurposing · Read More »

04Real Estate Development

5 monthsuntil construction resumed

The “Stalled Skyline” Revival (Real Estate Development)

Southeast Asia · Mixed-Use Project

A luxury mixed-use development (condominiums and retail) in a prime metropolitan area had stalled at about 60% completion. The developer, a local family office, had run out of cash due to a sudden spike in material…

Repositioning the product · Read More »

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