Served as Interim CFO of a distressed auto collision repair network with multiple US locations during its transition to new PE-ownership. Developed liquidity forecasts and managed runway until sale close, identified working capital improvement opportunities, implemented cash controls, streamlined FP&A protocols, helped identify $10M+ EBITDA improvement and improved month-end closing period from 75 days to 15 days. Enhanced monthly reporting materials and oversaw stakeholder communications.

Led the engagement team and worked closely with the Board as well as the CFO to develop KPI-driven liquidity and P&L forecasts for a distressed behavioral healthcare provider with a national footprint that was struggling from negative EBITDA, lower occupancy, and high turnover. Performed 4-wall analysis to assess facility-level profitability, reallocated 50% of corporate overhead burden to facility-level, developed a sale strategy for the performing facilities and a winddown strategy for the nonperforming facilities.

Led the engagement team in advising the term lenders of the largest franchisee of a major fast-food restaurant chain with southern and mid-western presence to develop a consensual restructuring plan that entailed optimizing store footprint, analyzing store-level EBITDA, assessing liquidity forecasts, performing liquidation analysis, determining a release price and negotiating a sale.

Advised the secured lenders of a luxury brick-and-mortar and online retailer at the onset of the Covid-19 pandemic to mitigate operational shutdown leading to a severe liquidity crisis. Analyzed management’s long-term business plan and feasibility, reviewed the DIP budget, monitored and analyzed store performance, GOB sales, asset monetization strategies, and advised on overall case administration and exit strategies that led to the lenders recovering 100% of debt plus interest, and the Company successfully emerging from bankruptcy with deleveraging $4B of debt.

Advised the secured lenders of a ~1000 store home goods retailer in assessing management’s business plan and marketing strategy, preparing store level analytics, and developing waterfall analysis that allowed the lenders to implement a “toggle” plan to pursue a sale, reorganization, or liquidation that resulted in a nearly par recovery amidst Covid-19.

Advised the lenders of a generic pharmaceutical company to assess the feasibility of management’s business plan, liquidity forecasts, contract pipeline, and debt capacity, determine covenant reset levels, and execute a debt amendment & extension.