Turnaround & Performance Management for India

If your Indian subsidiary does not deliver what it is supposed to.

For over two decades, we have been the first point of contact for European companies whose operations in India have run into trouble—or simply aren’t delivering the expected results.

We know India not only from its period of euphoria. We usually come into the picture when reality has caught up with companies. When the Valley of Tears lies ahead. When others have long since given up.

Over the years, we have managed well over a hundred crisis and turnaround situations and have learned from them how to avoid them from the very beginning.

Success rate: almost 100 %.

We’re not just familiar with the success stories.

Many consultants support India during the initial phase—during the planning stage, when entering the market, and amid the initial sense of excitement. Internally, we call this the “honeymoon.” It’s wonderful, but it doesn’t last forever.

Very few people know from personal experience what comes next: the silent profit traps that build up unnoticed over the years, the compliance incidents you couldn’t foresee, the Indian leadership team that issues new statements every quarter, the joint venture partners who suddenly have different ideas, or the liquidity gaps that simply cannot be closed.

We are no strangers to these worst-case scenarios. We know the “chain reaction of consequences” that a wrong decision can trigger. We know what warning signs were already present two years before the crisis and why the parent company failed to recognize them.

We don’t use this knowledge to point fingers. We use it to help you avoid making the same mistakes or being caught off guard by situations, just as others before you have been.

Indian subsidiaries get into crisis in two ways: through an acute incident – a dispute in the joint venture, a compliance case, a liquidity bottleneck. Or through the silent earnings trap: sales increase, but profitability remains lacking, year after year.

Both are turnarounds for us. And we solve both.

Do you recognize yourself?

• Sales are growing – but EBITDA remains negative or stagnant.
• The local Managing Director explains the situation differently every quarter.
• The reporting from India is incomplete, delayed or implausible.
• Liquidity bottlenecks occur repeatedly – without clarification of the cause
• Compliance issues crop up repeatedly – without a sustainable solution.
• You feel like you don’t really know what’s going on at your subsidiary in India.

If any of these points apply to you, we can provide you with a clear picture of the situation within 48 hours, including prioritized immediate actions and a realistic assessment of what needs to be done.

Who do we work for?

• CEOs of European companies with subsidiaries in India who want to know what’s really going on.
• CFOs who notice unusual figures for India in the financial reports and don’t receive a satisfactory explanation.
• Supervisory and advisory board members who need a clear picture of the company’s operations in India—without any sugarcoating.
• Shareholders and entrepreneurs who want to protect their investment and are willing to hear the truth.
• Auditors, banks, and restructuring consultants who are looking for the right partner in India for their clients—one who has already been where their clients are right now.