01« We are growing, but cash is tightening. »
Decision
Fund growth through generated cash, customer terms, or otherwise.
Deliverable
Thirteen-week cash plan, three scenarios, working-capital needs mapped.
A few weeks
Finance and Performance
See the cash before it runs out.
Cash flow, profitability, costed plans, turnaround: financial decisions condition all the others. Aegryn steps in when a costed decision must be taken, then implements it with your finance team.
What we observe
6,274
insolvency proceedings opened in Switzerland from January to end October 2025, around +40% year on year
Dun & Bradstreet, press release, 3 Nov. 2025 (via ATS)
≈ 1 in 3
B2B invoices issued by Swiss suppliers are paid late, versus about one in four in Western Europe
Atradius, B2B Payment Practices Trends Switzerland, June 2026
37%
of Swiss SMEs are entirely self-financed, down from 62% in 2016
SECO, survey of 2,712 SMEs (kmu.admin.ch)
Part of the 2025 rise in proceedings stems from the revision of the Swiss DEBA, in force since 1 January 2025: public creditors, such as tax authorities and social insurers, must now go through bankruptcy. It mostly hits already weakened firms.
The signal still holds: cash is tightening, customers pay later, and fewer SMEs can rely on their own funds alone.
What this changes
The right question is not “are we profitable?” but “will we have cash in thirteen weeks, and who in the company knows that?”. A profitable company can run out of cash; a struggling one can recover if it acts early.
What you get
01
A view of your cash over thirteen weeks, updated weekly.
02
Costed decisions your committee, your banker or a buyer can read without you.
03
A named owner for each lever: customers, suppliers, costs, investments.
Six situations
Where you stand. How we step in.
01
02« Our customers pay late. »
Decision
Which payment terms, which reminders, which at-risk customers.
Deliverable
Receivables review and a plan to shorten collection time.
Short engagement
03« The bank or an investor asks for a costed plan. »
Decision
Which assumptions to stand behind, which level of detail.
Deliverable
A three-year financial model, consistent with the strategic plan, and a file ready for discussion.
One to two months
04« We do not know which activities make money. »
Decision
What to keep, fix or stop.
Deliverable
Profitability by activity and by customer, monthly dashboard.
A few weeks
05« The situation is deteriorating: we must act before being forced to. »
Decision
Recover, restructure or sell, and when to inform creditors.
Deliverable
A costed turnaround plan and timetable, with a partner lawyer for debt collection and bankruptcy law.
Three to six months
06« We are preparing a sale or an acquisition. »
Decision
Which figures will be examined, and how to present them.
Deliverable
Quality of earnings (adjustments, normalised working capital) and the financial part of the data room.
A few weeks
What we do: deciding (Frame)
- 01Assess the financial position: profitability, margins, cash conversion.
- 02Build the thirteen-week cash forecast and its scenarios.
- 03Model the three-year financial plan.
- 04Prepare the file for your lenders and investors.
- 05Assess quality of earnings ahead of a sale or an acquisition.
- 06Arbitrate the recovery plan: recover, restructure or sell.
Our framework
The Thirteen-Week Liquidity Review
A two-page document, updated every week.
Receipts
Customer by customer, by due date.
Payments
Mandatory payments, and those that can be deferred.
Scenarios
Three scenarios: expected, cautious, strained.
Alert thresholds
Alert thresholds and decisions taken in advance, before they are needed.
Deliverable
One page the committee reads every week, with no annex.
Implement
Implementing what was decided, through to acceptance.
- 01
Set up weekly cash-flow steering.
- 02
Install the budget, reporting and monthly dashboard.
- 03
Lead the working-capital reduction programme (receivables, inventory, suppliers).
- 04
Lead the turnaround plan with management, including dialogue with creditors, supported by partner lawyers.
An interim CFO can reinforce the team: this assignment runs through Talent (interim profiles).
Engagement modes: we deliver, we deliver with experts, or we coordinate experts of your choosing.
Confidential scoping call
Thirty minutes with a named expert from our network, accountable for their scope. No commitment at this stage; terms follow the scoping call.
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