The COVID-19 pandemic has brought the economy to a grinding halt, but the LIBOR transition timeline has not been affected. Colleen Hsia and Zaman Toleafoa of FTI Consulting explain how companies must use effective communication and other strategies to make sure they are still preparing adequately.
Regardless of when the economy reopens, businesses need to contend with a slew of factors to ensure they succeed on the other side of the COVID-19 pandemic. Jim Bowie, William H. Henrich and Frederick Langer of Getzler Henrich and Associates go through some of the most important elements to consider, including demand, inventory and the supply chain.
Getting a handle on the 13-week cash flow of a business can provide the short-term information necessary to weather distressed situations. For companies feeling the continued disruption of the COVID-19 pandemic, Luke D. Snyder of CBIZ MHM gives detailed instructions on how to effectively implement such a cash flow.
Food-related businesses are under stress. Why is this happening to industries that serve such a basic need? Juanita Schwartzkopf explores the causes of this trend, such as changes in consumer preferences, and says lenders and borrowers must remember that cash is king when it comes to today’s food chain.
Brian Gleason of Phoenix Management Services details how executives must display the most important tenets of leadership to survive the economic turmoil caused by the novel coronavirus (COVID-19) pandemic.
A weekly cash flow analysis is one of the most basic business tools, yet Marjorie Kaufman observes many businesses fail to utilize it. She explains why this vital analysis should be a “best practice” to keep every business nimble and adaptable to changes in liquidity.
Intangible assets (IA) can be a company’s most valuable property in insolvency. But unlike other collateral, these can include copyrights, source code, trademarks and domain names. Rapid changes in technology can lower the value of these assets before a sale is concluded. David Johnson, Joshua Pichinson and Martin Pichinson explain how to protect IA during a wind down and monetize the value before it slips away.
After the 2016 election, Howard Brod Brownstein shared his observations of the challenges facing the turnaround industry. A year later, after the passage of new tax reforms and with the threat of tariffs and new world conflicts, he looks into his crystal ball once more to see what the future holds for the restructuring industry.
No company wants to go through a turnaround process. Once the worst has happened, a company often needs the help of not only outside consultants, but lenders and creditors that won’t jump ship at the first sign of trouble. Turnaround professional Robert Katz, winner of this year’s M&A Advisor “Distressed M&A Dealmaker of the Year” award, discusses companies that have hit bottom and how they came out the other side.