Your company is in distress. Its bankers or bondholders have demanded that the company retain a chief restructuring officer (“CRO”) or a turnaround consultant as a condition to their cooperation in negotiating a forbearance agreement or loan modification. What does the retention of a CRO or turnaround consultant mean to executives in the “C” suite and to the company’s general counsel? What are the duties and functions of a CRO or turnaround consultant? How do their duties overlap with those of management? How are they different? How do they avoid becoming irrelevant and losing power? What should they do in order to remain necessary to a successful restructuring or turnaround of the business? What signals and signs should they look out for? This program also will cover what gets said versus what are the real motivations of the CRO and turnaround consultant and what that means to management.