A premier health maintenance organisation appointed a new CEO to lead a two-year turnaround while its three international shareholders and one local shareholder sought a complete exit within 18–24 months.
The challenge was made harder by opaque board-level reporting, creating serious misalignment around the company’s true financial performance.
ZER stepped in as an independent operating partner, creating a structured 24-month turnaround and exit-readiness plan to align management, shareholders and the board around one execution roadmap.
➤ Board-level reporting was opaque and infrequent.
➤ Management and shareholders were not fully aligned.
➤ The turnaround had to happen alongside preparations for a shareholder exit.
➤ The business needed the governance and reporting infrastructure required for due diligence and transaction readiness.
Align the board, shareholders and management around one execution roadmap.
Build the governance, reporting and operating systems required for transaction readiness.
Complete the turnaround and guide the company through due diligence towards a full shareholder exit within 18–24 months.
ZER codified the transformation through The Sovereign M&A Exit Blueprint.
Reporting first: Move board reporting from opaque and infrequent to a rigorous, board-ready monthly cadence.
Embed the operating partner: Install a dedicated ZER delivery lead inside the business to close the gap between management and the board.
Bring in the specialists: Coordinate the transaction alongside Tier-1 legal and financial advisory firms.
turnaround delivered within the planned timeframe.
management and the board aligned around a single execution plan.
due diligence and regulatory closure completed.
the shareholder successfully exited as intended.
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