RAS Pantry Resource

90-Day Turnaround Action Planner

When the numbers are bad and you have 90 days to turn things around. A sequenced action planner that prioritises the moves with the biggest payoff first.

15
min read
Owners, GMs
Action Planner

Start here (10 minutes)

🎯

Objective: When the numbers are bad and time is short, the worst thing you can do is run 15 fixes badly. This planner sequences 6 moves over 90 days so the cash-positive ones come first.

If you can answer these three questions in writing today, you are ready to start:

  1. What is our current weekly cash position (real, not optimistic)?
  2. Which is the biggest leak β€” food cost, labour, rent, or revenue?
  3. What is the deadline if nothing changes (lease event, supplier credit cut, savings depleted)?

How to use this planner

  1. Set a real deadline (the date you cannot miss).
  2. Pick one phase per fortnight and finish it before moving on.
  3. Hold a 30-minute Friday review every week without exception.
  4. If a phase slips, do not skip β€” extend the deadline by one week and tell your team.

What is inside the planner

PhaseDaysGoal
1. Stabilise cash0-14Stop the bleed
2. Fix the biggest leak15-30One major margin lift
3. Lift revenue31-60Reactivate demand, fix mix
4. Lock in routines61-90Make it stick

Phase 1 β€” Stabilise cash (premium)

ActionWhyOwnerDone
Build a 13-week cash forecastKnow your runway
Pause all discretionary spendBuy time
Renegotiate supplier payment termsStretch payables
Chase 100% of receivablesPull cash forward

Phase 2 β€” Fix the biggest leak (premium)

Pick ONE based on your data:

Phase 3 β€” Lift revenue (premium)

ActionSource resource
Engineer the menuMenu Engineering Worksheet
Raise prices on starsPricing Strategy
Rework delivery channel mixDelivery Margin Calculator

Common turnaround mistakes

  • Running too many fixes at once and getting none of them done properly
  • Cutting service quality (cheaper ingredients, slower service) to save cost β€” this kills revenue faster
  • Avoiding the conversation with staff β€” they already know the business is in trouble
  • Skipping the Friday review when things get busy β€” that is when you need it most

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