Field examiners play a crucial role in a workout by analyzing a company’s working capital to identify collateral shortfalls. During these unprecedented times, the need for early detection and intervention is crucial. While field examiners' primary focus is evaluating the collateral base, they...
There isn't much that you can control in these uncertain times. But you can take important steps to protect your company from financial destruction due to current business conditions. Cash is king, particularly during times of economic distress. But having cash in the bank does not mean that a...
Join this panel for a deep dive into the challenges—and opportunities—within the current labor/staffing market for both restructuring firms and their clients. How will immigration (or lack thereof), COVID, and Baby Boomers leaving the labor market affect...
During the last few years, the insolvency industry has witnessed a tumult of financial advisory firm activity. New entrants, acquisitions, roll-ups, service expansions, investment banks, and strategy firms are moving into the classic restructuring space...
Members of the Turnaround Management Association are dedicated to the highest standards of professionalism, integrity and competence for those engaged in all matters involving turnaround and crisis management and corporate renewal. Certified Turnaround Professionals (CTPs) and Certified...
Members of the Turnaround Management Association are dedicated to the highest standards of professionalism, integrity and competence for those engaged in all matters involving turnaround and crisis management and corporate renewal. Certified Turnaround Professionals (CTPs) and Certified...
For many women, career progress doesn’t always happen in simple steps up the traditional “ladder.” In this keynote panel discussion, you’ll hear several highly successful TMA NOW members discuss the twists and turns they took on their unique paths to success...
Q: How did you gravitate into turnaround and restructuring work? Pabst: I got into the business in 1995 as CFO at Hilco. Hilco needed a CFO, and the owner pursued me for the better part of a year. The company that I had worked with previously was highly leveraged. I spent the better part of 10...
An emerging growth company is in its fourth year of life. Revenues are increasing by 20 percent or more year-over-year. The management team—frequently the founder and a few close confidants who signed on early—is excited, and its enthusiasm flows down through every level of the company,...
