Corporate Restructuring & Turnaround
By the time most companies call a restructuring advisor, the options that were cheap six months ago are gone. We work to keep the remaining ones open — and we take the operating seat if that is what the situation needs. Our partners have sat on the lender’s side of this table and run the workouts from there, which is usually why the call comes early.
When to call us
Earlier than feels necessary.
Any two of these together are worth a phone call. Three is a situation.
- You are managing cash weekly and the forecast keeps being wrong.
- A covenant is tight, waived, or about to be tested.
- Your lender has asked for a third party — or hinted at it.
- The CFO seat is empty, or the person in it is out of their depth.
- Vendors are on credit hold and payment terms are shortening.
- The monthly close is late enough that nobody trusts the numbers.
What we do
The work, in the order it usually happens.
01
Liquidity & 13-week cash
A rolling cash forecast the management team can actually maintain, with variance tracked weekly. This is the document every other conversation — lender, board, vendor — is built on.
02
Independent business review
An honest assessment of the operating model, the cost structure, and which parts of the business are actually earning. Written to be handed to a lender without a rewrite.
03
Lender & stakeholder negotiation
Forbearance, amendments, refinancing, and the ordinary work of rebuilding credibility with people who have stopped believing the last three forecasts.
04
Operational restructuring
Footprint, headcount, SKU and customer rationalization, and renegotiated supply. Executed by us, not handed over as a recommendation.
05
Sale, wind-down, or handback
When the right answer is a transaction or an orderly exit, we run it — and when the right answer is to hand a stabilized business back to its team, we do that and go.
Roles we take
Sometimes advice is not enough.
We will sit in the seat, carry the title, and answer for the result. Our partners have held each of these roles directly, inside and outside formal proceedings. This is the part most advisory firms will not do.
Chief Restructuring Officer
Full authority over the restructuring, reporting to the board. Used when the situation needs a decision-maker the lenders will accept.
Interim CFO
Finance leadership through the crunch: reporting, treasury, and the lender relationship, while you run a proper search for the permanent hire.
Interim CEO or COO
Hands on the operating levers — supply, fulfillment, and cost — where the problem is execution rather than the balance sheet.