Perspectives on business rescue, bankability, infrastructure finance, corporate restructuring, and strategic futures.
Two doors open a business rescue in South Africa. A board can walk through the first voluntarily under section 129; a creditor, employee, or shareholder can force the second through court under section 131. Choosing the wrong door, or waiting too long to choose either, costs the company options.
Strategic futures planning is not forecasting. It is a disciplined method for expanding a board's peripheral vision so the organisation stops being surprised by the same class of event twice.
Corporate restructuring is what solvent companies do to stay ahead of trouble. Business rescue is what happens after trouble has landed. Confusing the two costs boards options they did not know they had.
A project either raises money or it does not. The difference is rarely the technology or the business case in isolation. It is the risk allocation, the counterparty stack, the environmental and social envelope, and the community-of-benefit design working together.
Most business failures are visible in a single ratio months before the bank flags them or the auditor raises a going-concern note. The Turnaround Check reads that number for you in five minutes, and tells you what to do about it.
The first ninety days after a Business Rescue Practitioner is appointed decide whether a company survives, is sold as a going concern, or slides to liquidation. Written from the seat of the strategic and financial advisor who sits alongside the practitioner.
Bankable projects raise money. Viable projects survive their own economics after the money is spent. The two tests are different, they use different metrics, and confusing them is why fundable projects still collapse.