In a volatile market, performance decline can escalate quickly — threatening not just profitability, but the viability of the enterprise itself.

In a business turnaround, the 30-day plan isn’t about perfection — it’s about control, confidence, and momentum. Our goal is to stop the slide, stabilise cash, and reset priorities. Here’s a practical outline of the key components our 30-day turnaround plan covers:

• Gain Immediate Financial Control: Daily cash flow forecast, freeze/reprioritise spending, review terms and accelerate collections
• Conduct Operational Assessment: Inventory analysis, supply chain review, operations assessment
• People and Communication: Leadership alignment, internal communications and stakeholder reassurance
• Commercial Review: Customer profitability review, pipeline and pricing assessment, cease loss-making or cash burning activity
• Plan and Reporting Rhythm: create the 30-day action tracker, weekly performance reviews, define success criteria and status reporting
• Forward View and the 90-day recovery plan: begin shaping the 90-day plan: restructuring, refinancing or strategic reset activity

When performance stalls, Pilgrim brings the clarity and discipline to get it moving again.

Whether it’s quality, delivery, cash, or margin, our focus is on cause, control, and correction — fast.

We start by pinpointing the drivers behind the issue: analysing data, mapping processes, and exposing where time, money, or effort is being lost. From there, we create a focused 30-day recovery plan that brings the numbers back on track — clear priorities, rapid interventions, and visible results.

Our approach is hands-on and practical:

• Quality complaints — root cause analysis, containment, and prevention.
• On Time In Full (OTIF) — production, planning, and logistics aligned for reliable delivery.
• Cash conversion cycle — shortening lead times, accelerating receipts, and optimising payment terms.
• Working capital — balancing inventory, receivables, and payables to release liquidity.
• Loss-making operations — identifying unprofitable lines, waste, and cost leakage to restore margin.

Pilgrim’s role is to get the business back in control — and build the discipline to keep it there.

We deliver fast, pragmatic solutions that stabilise performance and create the conditions for long-term success — turning challenge into momentum.

No one wants to leave money on the table — especially when it’s taken years to build.

We like to get involved early in the Sell Side process — when there's still time to influence the levers that affect valuation. That means shaping the operational story behind your Quality of Earnings report and helping ensure post-deal adjustments are minimised.

Whether you're a founder planning retirement or a PE partner approaching exit, success comes down to focus — and preparation. We focus on five key drivers to sharpen your edge and strengthen buyer confidence:

• Performance — We improve cash conversion, boost gross margins, and drive top-line growth, so your numbers reflect your true potential.
• People — We help build capability and align your organisation to deliver — not just today, but post-deal.
• Product — We work with you to review your portfolio, pricing, and margins, ensuring what you offer is competitive and compelling.
• Plant — We optimise investment, capacity, and utilisation — making sure your operational footprint supports growth.
• Process — We tune your operations and supply chain, enhancing systems and driving excellence across the board.

When it comes to selling your business, details matter — and value lives in the operations. We make it clearer, cleaner, and more valuable — so you attract the right buyers and close with confidence.

In Private Equity-backed businesses, a well-crafted Value Creation Plan is more than a document — it’s the backbone of a successful exit.

We support your operational and commercial teams in four key areas:

• Designing the Value Creation Roadmap — Clarifying strategic levers, timing, and ownership
• Execution of Key Value Drivers — Supporting delivery across commercial and operational functions
• Capability Uplift — Ensuring post-sale performance is sustainable and transferable
• Exit Acceleration — Bringing forward value capture and securing exit timelines

Pilgrim ensures the Value Creation Plan moves from strategy to reality — positioning the asset for maximum valuation and a confident handover.

Acquiring a business is a significant investment that demands careful consideration and strategic planning. Our Buy Side Support is designed to ensure you make informed decisions and achieve successful integrations both now and in the future.

• Operations Due Diligence: We conduct a comprehensive situational review that includes strategy evaluation, enterprise diagnostics, financial performance analysis, and customer and market outlook assessments. Our focus extends to evaluating people competencies and organisational structure to identify potential synergies and challenges.
• Integration Pre-planning: We assist in developing a robust integration plan tailored to your specific acquisition, ensuring that all aspects are considered before the deal is finalised.
• Post Merger Integration: Our support continues post-sale, where we help adjust your integration plan based on real-time insights and execute the necessary management strategies to ensure a smooth transition. We prioritise aligning cultures, systems, and processes to unlock the full potential of your new acquisition.

Let us partner with you through every phase of your acquisition journey, enhancing your ability to make strategic investments that drive growth and success.

When a business is ready to grow, Pilgrim delivers the systems, disciplines, and culture that make it happen.

We don’t chase efficiency for its own sake — we build enterprise-wide capability. Drawing on our deep experience in Lean Manufacturing, the Toyota Production System, and Operational Excellence, we embed continuous improvement and performance alignment from the shop floor to the boardroom.

Our approach connects strategy to execution through three lenses:

• Enterprise Alignment – clarity of purpose, structure, and priorities across functions and supply chains.
• Operational Excellence – lean processes, stable flow, and data-driven performance management that release time, cash, and capacity.
• Growth Enablement – building scalable systems that prepare the organisation for expansion, investment, or acquisition.

This is transformation that endures — grounded in practical methods, proven results, and a culture of continuous improvement.