Turnaround & Recovery for Founders

Handle structures turnaround and recovery for founders who must defend equity, reset governance, and stabilise creditor pressure inside defined timelines. We integrate law, capital, and execution into a single mandate; one plan, one timetable, one accountable partner.

From covenant breaches to liquidity shortfalls and shareholder fracture, we convert distress into a controlled process: stakeholders mapped, options narrowed, decisions sequenced. Turnaround becomes an engineered path, not an improvised response. Equity protected where justified, exits structured where required, enforcement risk ring-fenced.

Founders under pressure face legal, capital, and governance fire simultaneously. Turnaround demands more than advisory language; it demands engineered choices, sequenced moves, and a hard line on enforceability.

Handle enters when the room is crowded with lenders, investors, and counterparties. We narrow noise into a single plan: who gets paid, who gets protected, and how the structure survives.

• Execution in UAE-centric and cross-border restructuring environments
• Fluency across banking, private capital, and trade creditor dynamics
• Integration of legal enforcement strategy with capital negotiations
• Board-level communication calibrated for regulators, lenders, and investors
• Clear decision frameworks for stay-and-rebuild, recapitalise, or exit
• Measured timelines with milestones tied to liquidity, governance, and enforcement risk

We convert distressed noise into an ordered turnaround or recovery program, anchored in cash, contracts, and control. Every stakeholder, instrument, and exposure is mapped, then sequenced into a disciplined execution plan.

The result is not optimism; it is structure. Founders gain a defined pathway through pressure, with legal and capital consequences quantified at every stage.

• Rapid diagnostic: liquidity, obligations, enforcement triggers, and governance weak points
• Stakeholder map and prioritisation across lenders, investors, trade creditors, and regulators
• Debt and covenant restructuring plans, including forbearance, standstill, and amendment structures
• Equity renegotiation: cap table re-cuts, shareholder agreements, and board realignment
• Operational rationalisation program aligned to cash and contractual constraints
• Exit or wind-down strategies where continuation is not value-maximising