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.
Adverse and derogatory information often has devastating effects on a contractor's ability to win co...
Open-source AI models have gone from niche developer tools to enterprise essentials almost overnight...
During this course, you will learn about best practices and strategies for retaining intellectual pr...
Abrasive or burned out? Overworked or uncivil? Zealous advocate or bully? The legal profession is c...
As the largest purchaser of goods and services in the world, the United States Government requires f...
Trial Starts Now: Winning the Final Six Months provides a comprehensive guide to the critical tasks ...
Every trial lawyer has experienced it: the inner critic before opening statements, the surge of ange...
Lawyers lose hundreds of billable and operational hours every year to poorly managed meetings. Unfoc...
This course on trade secrets litigation provides real-world best practices through all key stages of...
AI agents — autonomous systems capable of planning, deciding, and acting independently across ...