Management-Led Asset Purchase — Building from Bankruptcy
Management team acquiring assets from a bankrupt company and restarting operations. Required rapid execution, lender/equity persuasion, and operational readiness from day one.
The Challenge
A management team saw opportunity where others saw failure. They wanted to acquire the assets of a bankrupt company and restart operations under new ownership. The opportunity was real, but the execution window was narrow and the stakes were high.
Every stakeholder — lenders, equity partners, vendors, customers — needed to be convinced that this time would be different. The story had to hold up to scrutiny because the business had just failed under previous ownership. That meant the financial narrative, the operating plan, and the capitalization structure all had to be airtight.
What We Built
Pre-Close
Before the acquisition closed, we built the financial foundation the deal required:
- Valuation analysis supporting the purchase price
- Financing proposals to banks and private equity — structured to address their specific concerns about acquiring from bankruptcy
- Comprehensive financial modeling covering working capital requirements, transition cash flow, and pathways to profitability
Post-Close: 100-Day Plan
Day one of the new company meant building a finance function from scratch. There was no infrastructure to inherit — everything had to be created:
- Accounting systems selection and implementation
- Internal controls appropriate for the business size and complexity
- Reporting cadences for management, lenders, and investors
- Week-by-week working capital modeling during the critical startup period
Ongoing Stabilization
Once the initial sprint was complete, we shifted to identifying and executing quick-win profitability improvements. Performance tracking was built around milestones rather than traditional monthly reporting — the business needed to demonstrate progress to stakeholders on a compressed timeline.
Engagement Model
30+ hours per week during the acquisition and launch phase, then scaled to a standard retainer once the business was stabilized. The intensity matched the moment — and tapered as the operation found its footing.