What we do
Restructuring and liquidity
A restructuring starts by finding the point at which the numbers, the obligations and the operating reality diverge. That may mean rebuilding the creditor position, looking across every entity rather than only the principal company, or testing what remains of earnings once exceptional items are removed. Only then is it possible to decide whether the answer is settlement, refinancing, a change in structure or a combination of all three.
- Creditor analysis and settlement strategy.
- Cash flow modelling and liquidity forecasting.
- Bank refinancing, including comparison of competing term sheets.
- Tax arrears settlement and negotiation with the authorities.
- PropCo and OpCo separation and hive-down structures.
- Normalised EBITDA and covenant analysis.
- Directors' and related party account resolution.
M&A and deals
A deal is rarely held up by the headline commercial agreement. The difficult work sits between the decision to proceed and the point at which it can close: due diligence findings, financing, regulatory approvals, the allocation of risk and the operating arrangements needed on the following day. Support is available on both the buy side and the sell side, with those strands kept together throughout.
- Due diligence coordination.
- Transaction documentation and negotiation.
- Loan and real estate portfolio acquisitions.
- Joint ventures and shareholders' agreements.
- Funding rounds and investor documentation.
- Franchise, distribution and agency agreements.
- Competition authority filings.
- Post-transaction operational setup.
Regulatory compliance and governance
Regulatory compliance is not a separate layer placed over a business after it has been designed. It begins with ownership, governance, senior appointments, risk and the way decisions are recorded. The work covers new licence applications as well as established institutions responding to growth, a change of control, an inspection or weaknesses that have become visible over time.
- Licence applications and authorisation.
- Fit and proper assessments and senior officer appointments.
- AML and CFT frameworks, including business-wide risk assessments.
- Regulatory correspondence, supervisory engagement and inspections.
- Cross-border passporting and branch establishment.
- Corporate governance and company secretarial.
- Data protection and GDPR.
- AI governance and adoption, including EU AI Act obligations: for businesses that want to put AI to work, not only comply with it.
Franchise, distribution and market entry
Entering Cyprus or Greece involves more than forming an entity. The route into market may depend on licensing, foreign investment review, local governance and the choice between a franchise, distribution, agency or direct operating model. The work connects the commercial arrangement to the approvals, responsibilities and local structure needed to make it operate in practice.
- Market entry planning for Cyprus and Greece.
- Franchise, distribution and agency structures.
- Local partner and operating model assessment.
- Governance, approvals and implementation planning.
Fractional and interim leadership
Sometimes the gap is not a recommendation but a person able to take responsibility while a business is being established, reorganised or brought back into order. A fractional executive holds a senior role, chief executive, chief operating officer or chief financial officer, for a defined part of the week or a defined period, bringing the judgement of someone who has held that office without the cost of a full-time appointment. Interim and fractional mandates provide that continuity through a period of change.
- Fractional CEO.
- Fractional COO.
- Fractional CFO.
- Interim General Counsel.
- Early-stage companies and founders, where a fractional executive covers the senior function until a full-time appointment makes sense.
- Appointed senior officer and legal representative roles.
- Market entry leadership for international groups establishing in Cyprus or Greece.