May/June
May/June 2020
Turnaround Management
Vol. 18 No. 3
June 24, 2020 Turnaround Management Phil Neuffer
May/June 2020
Turnaround Management
Vol. 18 No. 3
Tyler Layne and John Tishler of Waller Lansden Dortch & Davis dive into the True Health Chapter 11 bankruptcy case and the healthcare debtor-friendly trend seen in recent bankruptcy court decisions
Carl Lane wasn’t always in turnaround management, but he has become one of the top professionals in the field during the course of his career. With a focus on winning early and establishing relationships, Lane is set to lead Willow Tree Consulting Group and its clients through challenges in the present and future.
By taking a new direction and consolidating its asset-class focus, Briar Capital transformed itself and found greater success than it ever had as a pure asset-based lender. The firm’s president, Jeff Van Sickle, describes the process of converting the company into a real estate financier for ABL borrowers and shares lessons learned along the way.
Juanita Schwartzkopf of Focus Management Group argues that the operating cycle is more than just a simple calculation and walks through a real-world example to illustrate its importance for forecasting and managing working capital.
Lenders have their own business perspective on the COVID-19 pandemic and part of that perspective has to include looking beyond the current situation. William Henrich of Getzler Henrich & Associates details what lenders should be focused on now and in the long-term.
Global spending on advertising in 2020 is forecast to exceed $700 billion. Bernard Urban investigates the complexities of lending to this space where money moves like molasses and nonbank lenders are entering the game at an increasing rate.
Institutional investors, under pressure to deploy funds, have resorted to taking on even more risk. Hugh Larratt-Smith examines the proliferation of covenant-lite loans in the market and their implications for the industry.
The disruptions caused by the coronavirus (COVID-19) have been far-reaching and will continue to affect all industries in the months to come. These effects are only exacerbating what were already weekening corporate foundations. Michael Fielding examines what lenders should anticipate and how they can deal with distressed debt situations during and after the pandemic.
Jeffrey Wurst examines two standards of the UCC for collateral description. He explains why lenders must exercise caution when intending to lend against collateral that is represented not to be part of a prior lender’s collateral package.