Adviser — Turnaround Capital Allocation

Switzerland·Business Services & Diversified·Restructuring and turnaround· Zurich·Posted 18 September 2026

Applications close 24 November 2026

Restructuring and turnaround organisation in Switzerland

The problem this seat exists to solve

The adviser will evaluate competing turnaround interventions for investment decision-makers. The work requires a prospective assessment of value, funding and execution, avoiding the assumption that every stressed business deserves more time or capital.

Capital choices between different recovery paths

Review the underlying cash economics, management capability and available operating choices. Distinguish a financeable liquidity gap from a structural weakness in the business model. Identify what the proposed support enables and the evidence needed to justify further commitment.

Each recommendation should separate established facts from assumptions about customers, markets and stakeholder cooperation. Where information is weak, identify whether additional diligence can resolve the uncertainty within the decision timetable.

An intervention that appears attractive on total value may demand management resources that are unavailable. Another may preserve less upside but reduce the risk of further loss. The adviser should make those trade-offs explicit, including the consequences for other commitments competing for the same resources.

Qualified candidates

Candidates should have substantial turnaround, restructuring investment or operating recovery experience. They need to assess financial and operational evidence together and communicate a negative recommendation constructively. Applicants should show a case where they advised against further support and explain how that decision was reached.

Advisory outputs and decision responsibility

Prepare comparable options showing minimum funding, implementation cost, downside exposure and the point at which another route should be considered. Explain what capital would remain at risk after each stage and how progress will be evaluated. Recommend decision gates that can be tested rather than broad promises of management improvement.

The engagement should leave a transparent investment recommendation and a monitoring approach tied to the recovery thesis. Owners, boards and authorised investment bodies retain approval authority. The adviser must not define success as keeping every recovery attempt alive; useful advice may support investment, narrowing the scope or a timely change of direction.

Terms

Where the board sits: Zurich, Switzerland
Applications close: 24 November 2026
Appointment: Advisory engagement
Compensation: CHF 1,550–2,400 per day (indicative advisory day rate)

Before you apply — an advisory engagement

No office of director, and no appointment formalities.

An advisory engagement creates no directorship in Switzerland. There is no registry filing, no regulator pre-approval, no residency arithmetic and no statutory director liability — which is why it is so often the right first step into a market you do not yet know.

On this brief
Independence: Where the engagement specifies independence from any search that follows, that is a requirement of the engagement rather than a courtesy — an adviser to a board is not a candidate for it.

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