Restructuring & Special Situations

Distress compresses the option set week by week. A company with four months of runway has choices. The same company with six weeks has one, usually the worst one, and by then the negotiation is being conducted by whoever holds the security.

This unit works on both the cash and the causes. Short-term liquidity management first: a reliable thirteen-week cash forecast, payment prioritisation, and the fastest available levers. Then the operational side, because a balance sheet fix applied to a business that loses money on every unit only delays the same conversation.

Creditor and lender negotiation is the part clients dread and where preparation decides the outcome. Lenders respond to a credible plan and lose patience with surprises. Where a solvent solution is not available, we run distressed M&A or accelerated sale processes, and we work with our lawyers on formal insolvency when it becomes unavoidable.

We are direct about viability. Telling a board its plan does not work is more useful than helping it raise money it cannot repay, even when it is unwelcome.

Typical mandates: a liquidity crisis, a covenant breach or refinancing, a turnaround plan with lender scrutiny, a distressed sale, or an independent review requested by a lender or investor.