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Business Restructuring · Turnaround · Director Support

Business restructuring and turnaround: on the side of owners and directors

If your company is carrying heavy debt, falling behind with HMRC or suppliers, or you are preparing for the possibility of administration or insolvency, the next few weeks matter. We are on the side of owners and directors. We get the numbers right, stabilise what can be stabilised, and make sure directors meet their responsibilities, working closely with insolvency practitioners when a formal process is needed.

What we do

  • Establish the true position: cash, creditors, HMRC arrears, secured debt and guarantees
  • Build a 13-week cash flow forecast and a realistic turnaround plan
  • Identify and fix or close the unprofitable parts of the business
  • Prepare HMRC Time to Pay and lender or supplier proposals
  • Clean up the books and records before any formal appointment
  • Keep a clear record of decisions so directors can show they acted properly
  • Work closely with licensed insolvency practitioners, and introduce one if you need it

Free, confidential first call

Tell us where the business stands. We will say honestly whether it can be turned around, what the options are and what to do first. Fixed fee quoted before any work starts.

Speak to Us in Confidence

What we are, and what we are not

We are accountants. We are not licensed insolvency practitioners, so we do not act as administrator, liquidator or supervisor, and we do not take formal appointments. James Fitzpatrick has 31 years' experience and is AAT licensed; the practice is supervised by HMRC for anti-money-laundering purposes. We are not a chartered firm (not ICAEW or ACCA) and we do not audit. This page is general information, not formal insolvency advice. Where a formal process is needed, the insolvency practitioner takes the appointment and we work with them.

Why acting early matters

  • Directors' duties change. When a company is insolvent or close to it, directors must give proper weight to creditors' interests, not only shareholders'.
  • Wrongful trading. Carrying on when there is no reasonable prospect of avoiding insolvent liquidation or administration can lead to a personal contribution order, unless every step was taken to minimise creditor losses.
  • Preferences and undervalue transactions. Paying favoured creditors, or selling assets cheaply, can be unwound and may expose directors personally.
  • Personal guarantees. These remain the guarantor's liability whatever happens to the company.
  • HMRC ranks higher than it used to. Since December 2020, HMRC is a secondary preferential creditor for VAT, PAYE, employee National Insurance and CIS deductions.
  • Disqualification. Unfit conduct can lead to a ban from acting as a director for between two and fifteen years.

Before any formal appointment: what we clean up

A formal process works best, and costs creditors and directors less, when the information is complete and honest. We prepare the ground, in a way that is transparent and fair to creditors.

  • Bank accounts reconciled and the books brought up to date, so there is a reliable record. Directors have a duty to keep adequate accounting records.
  • An accurate list of creditors, aged, with HMRC, secured lenders, leases, hire purchase and guarantees identified.
  • Debtors checked and collected where that is realistic, and customer contracts and work in progress reviewed.
  • Payroll, VAT and PAYE up to date and filed, so no further penalties accrue.
  • Board minutes and a written record of why each decision was taken and on what information.
  • A summary pack ready for the insolvency practitioner, including the figures needed for a statement of affairs.

We do not move assets, favour connected creditors or prepare anything designed to defeat creditors. That protects you as well as them.

Turning around the unprofitable parts

Many distressed companies have a profitable core carrying a loss-making section. We report profit by product, contract, site and customer, model the options (reprice, restructure, sell, close) and show what each does to cash. The aim is a smaller, profitable business, not a bigger one losing money. If that is achievable, the business may not need a formal process at all.

The options, in plain English

Informal turnaround. Cost cuts, repricing, closing loss-making lines and renegotiating terms, supported by a forecast.
Time to Pay with HMRC. A negotiated instalment plan for tax arrears, supported by filed returns and a credible forecast.
Company Voluntary Arrangement (CVA). A binding agreement with creditors to pay part of what is owed over time, run by an insolvency practitioner.
Administration. A formal process that protects the company from creditor action while an administrator rescues it, sells the business or achieves a better result than liquidation.
Creditors' voluntary liquidation. An orderly closure of an insolvent company, started by the directors.
An insolvency practitioner advises on which route fits. We provide the numbers they need and help you reach that conversation prepared.

Case studies

These are composite examples based on situations we commonly meet. Details are changed and combined, and none is a named client testimonial.

Case study (composite): the restaurant group with growing HMRC arrears
Starting point: Three sites, falling margins and several months of unpaid VAT and PAYE. The owner had stopped opening post and did not know the total owed.
What we did: Rebuilt the books, listed every creditor and the exact HMRC position, built a 13-week cash flow and a profit by site, and prepared a Time to Pay proposal.
Outcome: One site was shown to be losing money and was closed. HMRC accepted a payment plan on the rest, and the business traded on with a clear plan.
Case study (composite): the contractor on loss-making contracts
Starting point: A construction company with heavy debt, retentions outstanding and no profit reporting by job.
What we did: Costed every live contract, identified the two losing the most, agreed variations on one and exited the other, and used the forecast to renegotiate supplier terms.
Outcome: Cash stabilised, losses stopped, and the owner knew the margin on each job going forward.
Case study (composite): a services company with heavy debt that could not be saved
Starting point: A professional services firm with falling revenue, bank and director loans and a cash forecast that no longer worked.
What we did: Prepared an honest forecast and creditor schedule within days, introduced an insolvency practitioner, organised the records and board minutes, and supported the directors through the process.
Outcome: The insolvency practitioner started with complete information and the directors could show they acted on advice and in creditors' interests.
Case study (composite): the developer with a stalled project
Starting point: A property developer with a funded scheme that stalled, rising interest and a lender asking questions.
What we did: Built a project-level budget against actual, a funded completion forecast and a clear schedule of creditors, then supported the discussions with the lender.
Outcome: The lender agreed a revised plan based on credible figures, and the developer avoided a rushed sale.
Case study (composite): the founder who waited too long
Starting point: A trading company where the owner was told by suppliers and the bank to get advice and delayed for several months.
What we did: Did a rapid financial review, concluded there was no realistic recovery, and brought in an insolvency practitioner immediately, with records brought up to date.
Outcome: The company entered a formal process earlier than it would have, cutting the losses creditors faced and reducing the risk to the directors.

How it works

  • Free confidential call. We listen, and say honestly whether the business looks recoverable.
  • Rapid review. Within days: cash, creditors, HMRC position and a first forecast.
  • Plan. Turnaround steps, proposals to HMRC and lenders, or an early introduction to an insolvency practitioner.
  • Delivery. We run the numbers, keep the records, and support you through each step.

See also our bookkeeping clean-up, management accounts and fractional CFO service. We work with businesses in Brighton, Hove and across Sussex, and remotely across the UK. Get in touch in confidence.

Sources: The Insolvency Service; GOV.UK: HMRC secondary preferential creditor status.

Frequently Asked Questions

Can directors be personally liable if a company becomes insolvent?

Yes, in some circumstances. Directors are not automatically liable for company debts, but they can face personal liability for wrongful trading, misfeasance, preferring some creditors over others, and personal guarantees they have signed. Acting early, taking advice and keeping clear records are the best protection.

What is wrongful trading?

Wrongful trading is continuing to trade after a director knew, or should have concluded, that there was no reasonable prospect of avoiding insolvent liquidation or administration, unless the director took every step to minimise losses to creditors. A court can order the director to contribute personally to the company's debts.

What should a director do first when the company cannot pay its bills?

Get an accurate picture of the position: a current cash flow forecast, an aged list of creditors, what is owed to HMRC, and what is owed to you. Then take professional advice quickly, record the decisions made, and stop taking on credit you cannot realistically repay. We help with the figures and bring in a licensed insolvency practitioner when needed.

Are you licensed insolvency practitioners?

No. Accounting Solution is not a licensed insolvency practitioner and cannot act as administrator, liquidator or supervisor. We prepare the financial position, work on turnaround and cash flow before any formal step, and work alongside the insolvency practitioner you choose or one we introduce.

Can I keep trading if the company is insolvent?

Sometimes, but only with care. If there is a realistic route to recovery and creditors are not being made worse off, trading on can be defensible, supported by a forecast and a record of the decisions. If there is no reasonable prospect of recovery, continuing to trade risks wrongful trading, so the position needs checking quickly.

What is the difference between administration and liquidation?

Administration protects a company from creditor action while an administrator tries to rescue it, sell the business or achieve a better result for creditors than a liquidation. Liquidation closes the company down, sells its assets and distributes the proceeds to creditors. Both are carried out by a licensed insolvency practitioner.

What happens to HMRC debt if the company enters administration or liquidation?

HMRC ranks ahead of ordinary unsecured creditors for VAT, PAYE, employee National Insurance and CIS deductions, so it recovers before them from the assets available. Corporation Tax and employer National Insurance rank as ordinary creditors. Any personal guarantee or director's loan owed to the company stays with you.

Can HMRC agree a payment plan for tax arrears?

Often, yes. HMRC can agree Time to Pay arrangements for tax debts, usually requiring that returns are filed and that the business can show it can afford the instalments. A realistic cash flow forecast makes a proposal far more credible, and we prepare it with you.

What is a pre-pack administration, and can I buy my business back?

A pre-pack is a sale of the business agreed before an administrator is appointed and completed straight after. Directors can sometimes buy the business back, but a sale to a connected person in the first eight weeks needs creditor approval or a qualifying report from an independent evaluator, and the company name may be restricted from reuse. This needs an insolvency practitioner early.

Can I move assets out of the company before it fails?

No. Selling assets at an undervalue or paying favoured creditors before insolvency can be challenged by a liquidator or administrator and may lead to personal liability or director disqualification. Our work is to make the position transparent and fair to creditors, never to hide assets or prefer connected parties.

Could I be disqualified as a director?

Yes, if conduct is found to make a director unfit to run a company, for example continuing to trade while insolvent at creditors' expense, failing to keep proper records or preferring connected parties. Disqualification can last from two to fifteen years. Good records and creditor-fair decisions reduce the risk.

Can you help turn around the unprofitable parts of my business?

Yes. We analyse profit by product, contract, site or customer, identify the loss-making lines, and model what happens if you reprice, restructure, sell or close them. The aim is a smaller, profitable business rather than a larger one losing money, and many turnarounds start with this step.

How much does business restructuring support cost?

We quote a fixed fee after a free, confidential first call, so you know the cost before we start. The fee for any insolvency practitioner is separate and is agreed directly with them; many offer an initial consultation without charge.