The Zali Group is a financial turnaround and reconstruction practice, retained on a fractional CFO basis, for owners, CEOs, and private equity sponsors. The work is hands-on, discreet, and built for situations where the financials carry real weight.
Our founder has spent nearly twenty years inside finance leadership roles across PE-backed, founder-led, and multi-entity organizations ranging from $5M to $500M in revenue. The work has spanned distress and stability, restructurings and growth, lender negotiations and capital raises, ERP implementations and multi-site consolidations, and the long, unglamorous work of rebuilding a financial function from the inside. More than once, that has meant being brought in to reconstruct financials that had already passed outside review, and correcting what earlier review had not caught.
Lender relationships and banking covenants have been managed continuously since 2007 across every kind of capital structure a middle-market company encounters. That continuity is rare, and it shapes how the practice works.
The practice is industry-agnostic. The financial machinery of a complex company (multi-entity structure, lender exposure, project or job-based accounting, growth past the structure built for an earlier version of the business) is consistent enough across sectors that the work travels. What changes is the conversation. What does not change is the shape of the work.
Most companies do not get into financial trouble because of one bad decision. They get there quietly. The reporting falls a step behind. The structure stops fitting. The team works around the gaps instead of closing them. By the time leadership feels it, the company is already running on instinct instead of information.
The Zali Group exists to step into those moments. The turnaround is rarely about effort, because the people are usually already working hard. It is about rebuilding the financial picture so leadership can see clearly again and act with conviction.
Led personally, scoped privately, and built around the people who have to live with the results.
Engagements are led personally by the founder, from the first conversation to the last deliverable. There is no junior staff to manage and no template to fit your company into. The work is paced to the situation, scoped privately, and built around the people inside the company who have to live with the results.
Confidentiality is a default, not a clause. The relationships built with owners, sponsors, and leadership teams are intended to outlast the engagement that started them.
Because every engagement is led personally by the founder, the practice accepts a limited number each year.
The Zali Group is headquartered in Central Texas and works with companies across the United States.