Real situations where we brought creditors, shareholders and management back onto the same page.
Cases anonymized to preserve confidentiality. Context, challenge, action and outcome kept as they occurred.
Multinational industrial group with decades of operations, high leverage and multiple financial and operational creditors. Tighter credit conditions combined with past decisions generated severe liquidity constraints.
Real risk of uncoordinated enforcement actions and stakeholder misalignment blocking organizational performance. Several plant stoppages occurred due to lack of cash.
Interim management with verifiable diagnosis shared with all creditors, cash stabilization and temporary governance with structured reporting. Broad restructuring process (Systems, IT, Finance, etc.). Financial renegotiation focused on broad creditor adherence.
Judicial proceedings avoided, preserving the operation and value of the company. Cash stabilized within 8 months. The company regained operating predictability and creditors gained clarity on alternatives. By the end of the 2nd year of the restructuring the company hit 2 consecutive record results.
Industry player with high indebtedness, reduced margins, operating and credit constraints, and the need to deleverage in order to enable strategic alternatives for economic recovery.
Material overdue debt, 4 ongoing debt enforcement actions and a clear need to improve operating performance and unlock value levers.
Direct action on liability renegotiation and raising of new funding. Structuring of a new governance enabling the recovery and access to top-tier creditors. Identification and execution of strategic moves that significantly improved operating margins.
Operating performance and predictability recovered within 4 quarters. Acquisition of assets that added margin to results and repayment of 80% of indebtedness within 12 months. Revenue grew from R$ 45 million/month to R$ 75 million/month after regaining credibility with clients.
Retail chain with severe cash constraints, lack of essential items on the shelves, shareholder dispute under diffuse control, no access to new funding alternatives and in the early stages of debt enforcement. 13x Net Debt / EBITDA.
Re-establish a runway with creditors, identify deleveraging alternatives and secure short-term funding sources immediately.
Stabilization of operations, securing new short-term funding, streamlining of loss-making sales channels and sale of a strategic asset of lesser relevance (using a partner creditor).
Debt re-profiled. After the asset sale, leverage reduced to 3.5x Net Debt / EBITDA. The shareholder structure was rebalanced after stabilization, eliminating management conflicts.
Family holding with high indebtedness to financial institutions and illiquid assets.
Identify value-creation alternatives, enable a sale process and secure for the creditor the necessary liquidation following the dação process.
Mapping of potential interested parties, securing financing from financial institutions, obtaining purchase proposals for the asset and enabling its delivery to the creditor (R$ 70 million).
Outstanding debt fully settled and elimination of financial expenses for the debtor. Reversal and recovery of the bank's asset position. Unlocking of the non-operational asset to its economic nature.