Stressed and Distressed Cash Management 

May include:

• In breach or about to breach its banking facilities and/or covenants.
• Under pressure from creditors due to withdrawal of credit lines and/or trade insurance.
• Overdue Crown debts.
• Being forced to micro-manage cash/defer payments and making unexpected requests for additional funding from lenders.
• Account moved to lenders high risk lending teams who are requesting more detailed cash forecasts and related information.

We work with management to understand a business's need for cash and focus on the preservation and generation of cash in order to satisfy this requirement. This includes:

• Conducting an initial review of cash position/requirements.
• Reviewing and improving cash controls to reflect current position.
• Developing and implementing a robust forecasting process.
• Monitoring results and feeding back forecasting and control improvements.
• Identifying and implementing short term and medium term cash generation and preservation initiatives.
• Developing appropriate internal and external cash reporting.

• Need for new monies is minimised and facility and covenant breaches are potentially avoided.
• Visibility over funding requirements is improved significantly and robust forecasting processes are implemented.
• Quick wins delivered which will generate and preserve cash in short term and medium term.
• Tightened cash controls and improved reporting.
• Extra time bought to develop and effect a restructuring plan.
• Cash culture is embedded with skills and processes transferred.

Experienced and dedicated teams with a clear understanding of who the stakeholders are and what their expectations are.
Established methodologies based upon a lengthy track record.
Global network of member firms.

• Identify and implement improvements in the Group's short term cash flow forecasting process to enable greater accuracy of forecasting and visibility of cash requirements.
• Implement cash controls and establish a cross-functional cash committee to instil a cash culture and focus throughout the organisation.
• Identify and prioritise cash generation initiatives. Implementation of the agreed cash generation initiatives provided the Group with additional headroom and breathing space in order to work up a more radical turnaround plan. The strengthened cash position and cash controls enabled the Group to self-finance its restructuring without any delay. As a result, the Group was able to undertake refinancing negotiations with its lender group concurrently with the rapid implementation of its turnaround plan.