Healthcare facilities have faced an incredible amount of undue stress during the COVID-19 pandemic, creating a sea of challenges for all stakeholders. Michael Sandnes provides some important considerations and strategies for financially distressed healthcare organizations.
As COVID-19 continues to cause incredible stress on healthcare organizations, Michael Sandnes of EisnerAmper explains how CEOs must create a solid game plan and demonstrate flexibility both during and after a Chapter 11 filing.
AlixPartners promoted 12 individuals to the role of managing director, including seven members of the firm’s turnaround and restructuring services division.
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.
The fashion industry is fickle at the best of times, and combining a fashion brand with retail stores is proving a recipe for disaster. AlixPartners was called in to save BCBGMaxAzria. Thanks to a dedicated turnaround team led by Holly Etlin and a nimble professional team, the company passed through Chapter 11 and has moved on to a successful second life.
The Ranger Handbook provides a clear strategy for U.S. Rangers to follow when called into a crisis situation. Retired U.S. Army Major John Little now engages in a different type of crisis as a turnaround management specialist. But he still uses the Ranger Handbook to devise a successful strategy and points out that these methods are just as pertinent to the civilian business world as they are in the military.
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.