1.
You are under an excessive debt burden. You feel the risk of default or even bankruptcy. Business is out of control. You can not predict the future and you are drifting...The Balance sheet is weakened, you have problems in your cash flow. You have difficulties making profit and you lose market share to your competitors. Your assets are above your debts but you cannot get rid of the debt burden by using them.

2.
Your partnership is at risk of disintegration, you have lost your vision and healthy communication. Your partners turned to you competitors and internal conflicts among shareholders caused dysfunction of senior management team. Partners are making proxy wars through senior management members. Management effectiveness disappeared or no decision can be made due to mutual vetoes or  footsies in the company.

3.
You have difficulty in resolving conflicts between professional managers and family members working in the company. Besides, you are surrounded by executives who cannot renew themselves and who resist change. Despite urgent need of transformation, internal tensions, gossip culture, and inter- departmantal hostility are endless. However,  you have years of relationships with all of them and you need fair and objective interventions to break the habits.

5.
The Worker Union has an uncompromising approach and threatens to stop manufacturing, despite you have cash flow problems as bad as to have difficulties in paying your employees' salaries. There are groupings and conflicts among your workers. Your workplace peace is at great risk.

6.
You are growing rapidly. Your customers are satisfied and they want to work in larger volume.  However, you have problems in  purchasing raw materials.  You need to invest in new capacity to respond to the demand.  It is impossible to do all this with available resources.  You need new resources. But your bank does not trust you. It has not provided additional credit lines and transferred your company's credits to the special assets accounts and took you to close monitoring.  He even recalls his credits because your ratios are getting worse.

7.
You have a hard time keeping up with changing market conditions.  The sea is changing.  The storm is approaching.  Maybe you are in the middle of the storm.  Your profit margin and market share are falling.  You lose blood every day.  Ways of doing business, technology and competitive actors are changing.  Your technology, human resources and management approach cannot keep up with this change.  You cannot compete with your competitors with old methods.  You need the right strategies to get rid of this storm, but you have difficulties in developing a strategy.

8.
Your father, who has been carrying all the burden of the company for years, passed away timelessly.  You are not ready to take over the company.  The financial situation of the company is not very bright either.
There is a babelesque cacofony of ideas from the other heirs, suppliers, banks, hundreds of employees and customers.  The situation is very critical If you can't take control quickly, you can lose everything. In this environment, opportunists are walking around you.  You do not trust anyone and look everyone with suspicion.

9.
Your family and business affairs are inter-tangled. Over the years, both your family and your company have grown. As your family grows, the relationship between your company and your family becomes more complicated. Your children and nephews have grown up and they want to work in your company that you established in partnership with your brother. With parenting instinct, you want to behave equally between your children in company management and the transfer of shares, but your children's abilities are not equal. On the other hand, the family members consider their own interests more than the interests of the company. Conflicts within the family and differences of opinion lead to a crisis of confidence among family members. You do not want your company, which is the source of your family's reputation and income, to be harmed from this situation... You are getting old, your energy is decreasing. You don't know how to transfer your business to the next generation after you. Moreover, the generation behind you has not yet received the merit of taking over the management. You feel yourself imprisoned between your family and your company ...

In cases similar to the following, we assist FINANCIAL INSTITUTIONS and other CREDITORS in more effective NPL management and minimizing loss possibilities.

10.
Enforcing Change and Turnaround of a client  for proactive NPL management
Delinquencies have started in the repayments of the company, which has been your credit customer for years. There are no realistic explanations for the situation. External factors are always shown as the source of problems and the problem is underestimated. You cannot get healthy information about your client's management, strategy, resources, resilience and agility, and you cannot understand what's going on. You took your customer for close monitoring. You watch it like watching an exciting movie. He has trouble keeping his promises. He insists on solving these problems in his own way. Unfortunately, you see warning signs of bigger troubles and you try to support the problem not to turn into a crisis, but your help cannot just go beyond some verbal advice or warnings. You want to make a final warning and force a serious change and transformation before entering your legal proceedings. It accepts these warnings, but you do not have any instruments or human resources to offer such management support. For strategic operational and financial restructuring of your client, you need reliable partners to work in cooperation with you.

11.
Viability assessment of Business Plan and Cash Flow Projection and Monitoring the Execution
Your client requests a financial restructuring accompanied by a future business plan and cash flow projection. You want to know your client's assets and liabilities and net asset value as realistic as it is possible. You need  to evaluate whether the cash flow projections presented are realistic and feasible from a commercial, strategic and administrative perspective. To understand this, you look for an objective and expert eye to assess whether the business plan on which the cash flow projection is based can be achieved from different perspectives such as current market and competitive conditions, your client's management and human resources portfolio and all administratrive processes and capabilities. You also want to monitor whether business plans are implemented, with periodic reports and accurate key performance indicators.

12.
Mediator/ Facilitator in Negotiations
You are the biggest creditor of your customer, but there are many other creditor banks. You want your client's loans to be restructured, but you are having problems with other lenders to have your plan accepted.  As if this is not enough, your customer is constantly forcing you and demanding difficult conditions to be accepted. You need to negotiate and find a compromise with your client and other creditors on behalf of your institution.  All creditors need not only to approve the financial plan but also to be well explained and defended in the underlying business plan.  Small creditor banks are not willing to compromise.  There is a need for negotiations, perhaps shuttle diplomacy, between all parties. Due to your workload, you need mediators to master the entire process skillfully.

Whether it is PRIVATE EQUITY or any other fund or INDIVIDUAL INVESTORS, it faces serious difficulties in managing distressed companies in their portfolios and transforming them into a healthy and managable enterprise.  In some of the cases we have given below, investors and private equity funds apply to us to better exploit the emerging opportunities and to control the management crises in companies in their portfolios:

13. 
Quickly Take Control and Protect the Value of Your Investments
You have invested in a troubled company with the thought that if problems are solved, a great value may arise. The company you invest in has lost some of its critical employees and its management staff has weakened. It needs to be strengthened. Their relations with customers, suppliers, employees and banks have weakened and lost their reputation. In order to unleash the value and potential within the company, new strategies need to be determined and implemented. You don't tolerate a waste of time. To manage the transition period, you are looking for experienced and competent managers who will take control of the company quickly and protect the value of the company.

14.
Active and Progressive Board Membership between Shareholders and Executives
The company you invested in does not have a well functioning Board of Directors that will closely monitor your management team responsible for execution and evaluate their performance. You want to create such a  Board not only a “ceremonial” body that perform only a compliance role, but a more active body which maintain an independent viewpoint, keep the strategic priorities uphold and add value in a constructive and collaborative relationship with the general manager.

15.
Fast and Multi-dimensional Investment Evaluation beyond Financial DD
You plan to invest in a company. You want to work with professionals who have a sharp perspective and management experience to assess all management capabilities, improvement potential in their processes, market conditions and growth potential, growth strategies, and the knowledge and competence of human resources of the company in a very short period of time, as well as the financial statements, assets and liabilities.