Industries and Sectors With Experience and Client References:

Retailing and Consumer Brands/B2C

Books & media, car dealerships, consumer electronics, cosmetics, DIY chains, FMCG, furniture, healthcare, health food, optics, paint, pharmacies, supermarkets, transportation

Industrial Trade/B2B

Chemicals, electronic components/computers, health food, metals, pharmaceuticals, power, software, telecom (cell/mobile, M2M, RFID, alarm systems), trucks/buses


Aerospace, automation/robotics, automotive/engines, consumer appliances, defense, electronics/power electronics, marine electronics, packaging, pharmaceuticals, plastics, shipyards, tools, various subassembly segments

Process Industry

Chemicals, carton board, energy, fertilizers and agrochemicals, foundries, glass, mining, pulp & paper, steel & ferroalloys

Natural Resources

Oil & gas, alternative energy (incl. wind power, hydropower and CO2 capturing technologies), mining/minerals, fisheries (upstream/downstream)

Business Services

Advertising/media, banking/financial services, car/truck rental, catering, commodity & metals trading, construction, consulting, engineering, hospitals, ICT/IT consulting, ISPs, logistics, office supplies, packaging, printed materials, publishing, various outsourcing subsegments, real estate, recruiting, software, staffing, surface coating, telecom, transportation/logistics and buses


Extensive experience with public and multinational corporations, as well as with family-controlled entities. I also work extensively with startups, in particular with "go-to-market" strategies and early stage financing.

Contact me if you recognize yourself as being in one of the following situations:

Ketil A. Wig

Ketil Wig is the owner and managing partner of Remis AS. He previously developed and managed the niche advisory firm Rokade AS within M&A and post-merger integrations/turnarounds, which was acquired by KPMG in 2012. From 2013 up until August of 2015, he served as the head of M&A Service Lines at Deloitte Norway. His previous experience includes McKinsey & Co., Andersen Consulting/Accenture and a number of management-for-hire assignments in Norway and internationally. Ketil Wig holds a MSc. in Engineering degree in physics/computer science from the Technical University of Norway (NTH/NTNU) and an MBA from Stanford University. He currently works on corporate advisory assignments and as a board director. For more information, see Linkedin Profile.

Remis AS - Ketil Wig

Turnarounds and Crisis Management

As a contrast to restructuring projects (being dominated by balance sheet redesign including changes in ownership and financing structure), turnarounds focus on operational redesign: cash generation, cost reductions and profit improvement, reorganization, refinancing and strategic redirection. Handling an immediate liquidity crisis in a high-risk situation is a typical starting point.

Read this article on: Strategic Alliances and JV Partnerships.

Turnarounds are also characterized by the necessity of quickly building trust among a larger (than for a typical restructuring) set of key constituencies, including employees and labor unions (in addition to owners, creditors and banks/corporate lenders).

Turnarounds Have Two Sets of Agendas

Turnarounds usually have a double agenda: Handling a short-term liquidity crisis and cost reductions without significant impacts on strategy and structure, while dealing with a deeper set of priorities. This second agenda can involve irreversible changes to corporate design, product offerings, factory structure and core business units. The deeper agenda is actually a restructuring, but one with clear operational characteristics (for example, through the redesign of a sales or manufacturing organization).

A Turnaround Represents Irreversible Change - Requiring Consistency

The below illustration shows a 10-step model for managing a turnaround situation.
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Illustration: Turnarounds and Crisis Management through 10 Phases

As the restructuring part of a turnaround normally represents an irreversible change of strategy, a critical skill of the turnaround team is the ability to set the business on the "right track" in order to ensure consistency between the short-term focus and the building of long-term corporate value (see strategy).

Other Relevant Articles

Also read the separate articles on Strategy Implementation and the Lack of Results, on Strategy and the Proper Use of M&A Tools, on Buy-Side M&A, on Sell-Side M&A, on Synergies and Poor Judgment, on Financial vs. Industrial Ownership, on Developing High Quality Business Models; on Equity Based Financing of Start-ups, and on M&A Process Management.

See Download Center: White Paper #1: Post-Merger Integrations - About Synergies and Poor Judgment; White Paper #3: Strategy and Implementation - and the Lack of Results; White Paper #5: Buy-Side M&A (mergers and acquisitions); White Paper #6: Sell-Side M&A (divestitures, trade-sales and mergers); or White Paper #7: Should You Choose Financial or Industrial Investors/Owners?; White Paper #8: Equity Based Financing of Start-ups and High Growth Situations; or White Paper #9: A 15 Step Recipe for Developing Your High-Quality Business Model.