Your company is under pressure—a covenant breach is approaching, cash runway is shortening, your biggest customer is wavering or your stretched vendors are getting restless. The Board needs someone who has managed this kind of situation before and who can simultaneously advise management on operational solutions, recommend a creditor strategy to the Board and help navigate dynamics between lenders, equity investors and vendors.
We serve as interim CFO, interim General Counsel, or Chief Restructuring Officer. We can report directly to the Board, or to management, and it will all be spelled out in the engagement letter. We evaluate the situation, give key stakeholders an honest appraisal of the situation, recommend cash preservation and cost reduction strategies and help execute on all initiatives. We provide the board leverage for planning and execution and creditor communication and negotiation. We can also support taking a fresh look at financial projections for go-forward planning and governance support as the board evaluates strategic alternatives.
Recent engagements include manufacturing, consumer products, and technology companies ranging from $100M to $700M in revenue.
What We Do
Financial Stabilization. We assess cash runway, implement working capital discipline, and prioritize creditor and vendor payments. This demonstrates credibility to lenders and often buys 60–90 days of additional runway to identify and implement a series of solutions.
Cost Structure Analysis. We quantify what cost reductions are sustainable and operationally sound. This is not arbitrary cutting; it's a disciplined assessment of what cost structure the business actually requires at its current revenue level. Typical projects identify $5M–$25M in annual run-rate reductions across SG&A, manufacturing, and logistics.
Creditor Communication. We open a credible dialogue with lenders, provide transparent financial reporting, and develop realistic restructuring plans for lenders to evaluate, shifting from 'crisis management' to 'creditor strategy.'
Strategic Alternatives. Restructuring has multiple paths: going-concern turnaround, debt restructuring, sale process, bankruptcy process or orderly liquidation. We help the board evaluate each, decide on the best path forward and then implement the changes necessary to achieve the objectives. This is not remote advisory work. We are on site, working alongside your management team to implement improvements.
Governance Support. We advise on board composition, committee structure, and information flow necessary for sound decision-making in distress. We often coordinate board reconstitution, bringing in directors experienced in turnaround situations.
Our Background
Shawn has led restructuring engagements at Silver Point Capital, a credit investment fund managing billions in distressed positions. At Huron Consulting Group, he served as Senior Director leading turnaround assignments across consumer products and manufacturing clients. He has worked with lender investment committees, managed creditor negotiations, served on boards of restructured companies, and guided companies from full crisis through emergence or liquidation.
Recent engagements include companies ranging from $100M to $700M in revenue. His combination of CPA and JD credentials is unusual in restructuring; it means financial acumen and legal expertise operate as one problem-solver, not two separate workstreams.
Governance & Strategy
Whether due to founder transition, executive departure, or strategic inflection, boards need external perspective on organizational structure, governance framework, and strategic direction. We advise on board composition, committee structure, strategic planning, and executive compensation aligned with company stage and performance.
Cost Transparency
A national restructuring firm bills $200K–$500K per month! Half that cost goes to the senior restructuring officer actually making decisions. The other half goes to administrative overhead, model-building support, and internal coordination. For a company trying to preserve dwindling cash to support its actual business, instead of paying expensive advisors, this model makes no sense - you’re layering an enormous financial burden at exactly the wrong time.
We work differently. Unlike most advisors, we have served in the C Suites of operating businesses. We understand the importance of getting to know the people running the business. We work onsite, invest in relationships and learn your business.
Our typical engagements run $100K per month, so you can use the remaining cash to support your business. You pay for the experienced decision-maker, not the overhead or the junior staff.
If this makes sense, give us a call. We are happy to talk through where you are, outline how we can help and, importantly, what it will cost.
