| ExpertiseBusiness Turnaround |
Toggle Document Tree
Insolvency: Should a director back a struggling business?
Insolvency: Should a director back a struggling business?
Tyrone Courtman, Partner, Cooper Parry
General
Sign in to see this content:
Join Knowledge Peers
Click here to sign up to our network:
Click here to sign up to our network:
Click here to register:
General
Reverse takeover: the transformation of RAP plc into K3 Business Technology Group plc
Andy Makeham CEO, K3 Business Technology Group plc
Andy Makeham CEO, K3 Business Technology Group plc
Outsourcing your procurement function
Moray Reid, Supply Chain and Procurement Offerings Leader, IBM
Moray Reid, Supply Chain and Procurement Offerings Leader, IBM
Overcoming challenges faced during a recession
John Summerhill, Managing Director, The European Design Centre
John Summerhill, Managing Director, The European Design Centre
Knowledge Peers guide to director’s Responsibilities in the downturn
Chris Dines, CEO, Knowledge Peers
Chris Dines, CEO, Knowledge Peers
Whistle blowing: Advice for employees and their employers
Michael Potts, Partner, Byrne and Partners
Michael Potts, Partner, Byrne and Partners
Importance of communicating with clients in a downturn
Neishaa Gharat, Creative Catalyst, Karma Ventures
Neishaa Gharat, Creative Catalyst, Karma Ventures
Poor business planning and business distress
Lisa Porter, Knowledge Centre Director, Knowledge Peers Plc
Lisa Porter, Knowledge Centre Director, Knowledge Peers Plc
The role of the Business Turnaround Director (or Company Doctor)
Lisa Porter, Knowledge Centre Director, Knowledge Peers Plc
Lisa Porter, Knowledge Centre Director, Knowledge Peers Plc
Things that go wrong in entrepreneurial businesses: Introduction - the 6 M's
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners
Things that go wrong in entrepreneurial businesses: Wrong Match
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners
Things that go wrong in entrepreneurial businesses: Poor Business Model
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners
Things that go wrong in entrepreneurial businesses: Weak Marketing
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners
Things that go wrong in entrepreneurial businesses: Inferior Management
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners
Things that go wrong in entrepreneurial businesses: Emotional Attachment
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners
Things that go wrong in entrepreneurial businesses: Money Matters
Ric Piper, Partner, Restoration Partners
Ric Piper, Partner, Restoration Partners
Turning around a Football Club: Why buy a football club?
Stephen Browett, CEO, Farr Vintners
Stephen Browett, CEO, Farr Vintners
Two months from insolvency: What do directors need to know?
Jamie Constable, Partner, RCapital
Jamie Constable, Partner, RCapital
Two months from insolvency: Can private equity help?
Jamie Constable, Partner, RCapital
Jamie Constable, Partner, RCapital
Business turnaround challenges: An introduction
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Business turnaround challenges: CEOs in denial
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Business turnaround challenges: Understanding the business
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Business turnaround challenges: Cash management
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Business turnaround challenges: Taking timely action
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Business turnaround challenges: What can happen
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Chris Burford, Turnaround Director, Pathfinder Strategic Partners LLP
Insolvency: Who decides when a company goes into administration?
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Insolvency: Notice of intention to appoint
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Insolvency: Directors' considerations
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Insolvency: When is a CVA appropriate?
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Insolvency: When is a director personally liable?
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Insolvency: Avoiding wrongful trading
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Insolvency: Should a director back a struggling business?
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Insolvency case studies: When a customer saves the business
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Insolvency case studies: A wholesale nursery business
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Insolvency case studies: When a freehold business is an asset
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Insolvency case studies: Successful administration of a nightclub
Tyrone Courtman, Partner, Cooper Parry
Tyrone Courtman, Partner, Cooper Parry
Click on the links to see more from this sequence:
|
Tyrone Courtman is the head of Cooper Parry's business recovery and insolvency services practice. He specialises in helping businesses in the £1m - £50m turnover range to survive. Tyrone ponders the question of whether directors should back a struggling business with their own money. |
