Restructuring & turnaround advisory
Time is short and stakeholders are not aligned.
We build the plan and negotiate it.
A defendable plan, negotiated
When time is short and stakeholders are not aligned, we build a plan the numbers can defend — and negotiate it. We stabilise cash, build the case and take it to banks, servicers and creditors on your behalf.
Who it is for
- Companies under liquidity pressure
- Businesses carrying debt they cannot service on current terms.
- Firms facing banks, servicers or creditors who are not aligned — with time running out.
The problem we solve
- Cash running short, with no clear view of the remaining runway.
- Debt on terms the business can no longer meet, and lenders losing patience.
- Multiple creditors pulling in different directions, with no single plan on the table.
Stabilisation, turnaround and debt — cash secured, the business stabilised and the plan negotiated with those who need to agree it.
First, we stop the bleeding. We take control of cash, buy the business time and establish the real runway.
- Short-term and 13-week cash management.
- Immediate liquidity measures.
- Runway and options, made clear.
- Control of receipts, payments and commitments.
We address the operating problems behind the crisis — cost, margins and the decisions that need to change to make the business viable again.
- Turnaround plan, built on the numbers.
- Cost and margin actions.
- The viable core, identified and protected.
- Hands-on execution.
We rebuild the debt around what the business can actually service — through restructuring, refinancing or the out-of-court framework where appropriate.
- Debt restructuring and refinancing.
- Out-of-court workouts — Law 4738/2020.
- New financing facilities, arranged.
- A structure the business can sustain.
We take the plan to those who need to agree it — banks, servicers and creditors — and negotiate on your behalf, from a position supported by the numbers.
- Bank and creditor negotiation.
- Servicer negotiation.
- A defendable plan, put before stakeholders.
- Agreement reached and documented.
Stabilise cash, build the plan andnegotiate it through
We Analyse
We establish the real cash position and how much time the business has.
We Advise
We set out the options honestly — what is viable, and on what terms.
We Structure
We build a defendable plan: cash, turnaround and a debt structure the business can sustain.
We Execute
We take the plan to banks, servicers and creditors and negotiate it on your behalf.
We Monitor
We stay through implementation until the agreement is in place and the business is stable.
- Control of cash and a clear runway.
- A turnaround plan built on the numbers.
- A debt structure the business can service.
- Agreement reached with banks, servicers and creditors.
A stabilised business and a complete restructuring plan.
Immediately. In a liquidity crisis, cash comes first — we take control in the first days, then build the plan around it.
It is a legal framework for restructuring debt with creditors outside the courts. Where appropriate, it can provide a route to a binding restructuring arrangement; we assess whether it is the right option and manage the process.
Yes. We take the plan to them on your behalf and negotiate it — from a position the numbers support, not from the back foot.
No. The aim is the opposite: to preserve a viable business by restructuring its cost base, cash and debt before the situation forces the issue.
Then we say so, early and honestly. The value of a clear-eyed plan is that it identifies what is worth preserving — and protects it.