Leadership strain under sustained performance pressure — capable CEOs who are isolated and stretched

Misaligned strategy that is agreed at board level but never reaches the front line

Operational gaps that erode margin and quietly undermine investor confidence

Governance that is reactive — board reporting that lacks operational visibility until it's too late

Stability

Turnaround Mandates

Duration: 6–12 months

For investors who need rapid stabilisation, clarity, and a credible plan to protect and grow enterprise value.

• · Full operational due diligence
• · Process & performance diagnostics
• · Leadership & capability assessment
• · Financial & operational gap analysis
• · 100-Day Turnaround Plan

Growth

Value Creation Sprints

Duration: 12–18 months

For stable but underperforming companies preparing for scale, exit, or follow-on funding rounds.

• · Hands-on CEO & senior team coaching
• · Pricing, segmentation & revenue strategy
• · Digital transformation & process redesign
• · Governance strengthening
• · Leadership development & performance rhythms

Accountability

Board Advisory

Duration: Ongoing

Independent board directors and advisors providing deeper oversight, stronger governance, and strategic clarity.

• · Operational & strategic insight
• · Risk, audit & governance discipline
• · CEO challenge & guidance
• · Investor-facing accountability
• · Track record in distressed asset turnaround

Phase 1

Stabilise

In the first weeks of any engagement, we stop the bleeding. We identify and address the two or three highest-impact operational or financial risks, establish a clear performance baseline, and create the first shared picture of what is actually happening — with the leadership team, not for them.

Phase 2

Build

Once the business is stable, we work with leadership to redesign the systems, routines, and behaviours that drive sustained performance. This includes coaching, structured performance reviews, financial rhythm, and where needed, leadership restructuring.

Phase 3

Embed

We test whether change is real by watching whether it holds when we step back. We deliberately reduce our involvement in the final phase, while remaining available for course corrections. The goal: a leadership team that runs the system.

Dr Femi Sunmonu

Healthcare Operator · Board Director · System Builder

Trained as a physician, Femi applies a doctor's diagnostic discipline to a different kind of patient: the underperforming healthcare organisation. For two decades — across the NHS, Nigerian health markets, and African boardrooms — he has linked clinical, financial, and operational domains to protect and grow enterprise value. As Programme Director for the NHS EQUIP initiative, he delivered £550k in efficiency savings across 286 GP practices and secured £500k in expansion funding. As Non-Executive Director at Hygeia HMO, he designed the analytical frameworks that cut the second-largest cost centre by 20%. Pfizer Global Health Innovation Award recipient. MD, MBA, Stanford Seed alumnus.

£550k NHS savings · 20% cost reduction at Hygeia · 2M+ patients served

Janine de Nysschen

Turnaround Strategist · Executive Coach · Governance Leader

Janine has built her career at organisational inflection points — moments when the question is not whether to act, but whether anyone has the courage and clarity to lead. She began in South Africa's post-apartheid intelligence service, then spent eight years at Microsoft in Redmond launching Tech Centres across Asia, Latin America, and Europe. At Sweden Ghana Medical Centre — Ghana's only private cancer centre — she led an 18-month turnaround delivering 25% revenue growth, first-ever positive EBITDA, and a successful investor exit. Named one of the Most Influential Women in Healthcare in West Africa. Stanford Seed Transformation Coach. Independent Board Director, Fouta Cement Corporation, Liberia.

35% EBITDA uplift · 4× net profit growth · 25% Turnaround Revenue Growth

£550k

efficiency savings

NHS · UK · System Turnaround

EQUIP Programme, Northeast London

Transformed a low-visibility administrative function into a system-aligned transformation engine across 286 GP practices serving 2 million people. Delivered £550k in efficiency savings, secured £500k in expansion funding, and rebuilt the operating model from scratch.

25%

revenue increase

Healthcare · Ghana · Turnaround & Exit

Sweden Ghana Medical Centre (SGMC)

Led an 18-month turnaround of Ghana's only private cancer centre, headed for liquidation. Increased high-margin radiotherapy treatments by 37%, doubled the patient base, cut costs by 15%, achieved the company's first positive EBITDA, and delivered a successful investor exit for Swedfund and Elekta.

20%

cost savings

Health Insurance · Nigeria · Operational Advisory

Hygeia HMO

Hygeia HMO faced sustained pressure on its Medical Loss Ratio with limited visibility into where claims costs were leaking. Established an MLR analytical framework covering length of stay, readmissions, and procedure utilisation. Redesigned claims and discharge data processes to strengthen board-level governance. Advised on pharmaceutical supply chain partnerships, generating 20% cost savings in the organisation's second-largest cost driver.

35%

EBITDA uplift

Healthcare · Ghana · Executive Coaching

Sinel Specialist Hospital

Delivered a year-long technical assistance and executive coaching programme as a World Bank vendor, with a private equity fund manager as the key stakeholder. Coached a 10-person leadership team through a full performance transformation using OKRs — doubling hospital revenue and improving EBITDA by 35%.

Dr Femi Sunmonu

femi@csg4africa.com

Janine de Nysschen

janine@csg4africa.com