Igor Bluvstein · CPA · Founder
Trouble is a process,
not an event.
I take the CFO and COO seat when a business has gone wrong — and I stay until it is fixed. Public and private companies, owners and individuals. My job is to make my job unnecessary.
13-week cash
Source: bank, not budget
Different industry, different country, different size. The problem is always the same.
When to call me
Cash is tight, and nobody can say what it will be in three months.
The owner is putting personal money in every month.
Bank terms are broken, or about to be.
Tax has become the payment that gets delayed.
A division, product or country is losing money and nobody knows how much.
Reporting is late, or nobody trusts it.
A bank or investor is asking for an independent view of the numbers.
A listed company is under compliance or delisting pressure.
An owner is personally exposed through guarantees or pledged assets.
A business has to be sold, closed or restructured in an orderly way.
How I work
First conversation
You leave the call knowing whether the situation is fixable and what the next step is. If I am not the right person for it, I say so — and tell you who is. Confidential, and nothing leaves the room.
Diagnostic
Ten working days later you know which week the money runs out, where it is actually being lost, and what your options are — in writing, ready for the board, the owner or the bank.
Built from the bank statements, not the budget. The fee is fixed and agreed before I start — I quote it in the first call. If you cannot wait ten days, I start in two.
The seat
You get one accountable person over finance and operations — terms in writing before I start, and numbers I am willing to sign my name to.
I leave when the business no longer needs me, with your own team running a close that works.
The method
STEP 1Truth — thirteen weeks of real cash, straight from the bank. One number everyone looks at.
STEP 2Runway — buy time: stop the losses inside, renegotiate with the people owed money outside.
STEP 3Shape — what stays, what goes, and what you are still standing behind personally.
STEP 4Restart — the business pays for itself, and growth is a decision again, not a rescue.
Control is not a fifth step — it is the condition the other four stand on: timely numbers, clear authority, one person accountable.
Selected results
From losses to 3x revenue
A loss-making business, taken apart and rebuilt: restructured, restaffed, the seasonality worked out of its sales. It came out the other side with the losses gone and revenue three times higher.
The burn, cut to a fifth
$700K was leaving the company every month. We stopped the losses line by line, inside the business, without waiting for new money — the burn settled at $150K.
The delisting that didn't happen
Nasdaq issued a delisting determination. We took it to appeal and won: the determination was overturned, the listing kept.
And in other seats: a $15M IPO closed on Nasdaq under a going-concern qualification · $45M of debt restructured, $30M of it securitised · a $15M tax credit agreed with the tax authorities · overheads and headcount down 4x · the monthly close cut from 20 days to 5 at a $200M group · orderly delistings from the LSE and US OTC markets.
Company names and sectors — in conversation, under NDA.
Where I have done it
Presence
Industries
Markets
Exchanges
The first call
One conversation, 45 minutes, no charge, and nothing leaves the room.
You describe the situation. If I am not the right person for it, I will say so in that call — and tell you who is.
Based in Israel and Latvia — I travel to the problem
Public and private companies · Owners · Individuals
English · Russian · Hebrew
Message received.
I will come back to you today with two or three times for the call.